Demonstrating the impact of a distributed leadership approach in higher education
- Publication Type:
- Journal Article
- Journal of Higher Education Policy and Management, 2017, 39 (2), pp. 197 - 211
- Issue Date:
Files in This Item:
Copyright Clearance Process
- Recently Added
- In Progress
- Open Access
This item is currently unavailable due to the publisher's embargo.
The embargo period expires on 30 Sep 2018
© 2017 Association for Tertiary Education Management and the LH Martin Institute for Tertiary Education Leadership and Management. Higher education is under pressure to advance from a singular focus on assessment of outputs (measurements) to encompass the impact (influence) of initiatives across all aspects of academic endeavour (research, learning and teaching, and leadership). This paper focuses on the implications of this shift for leadership in higher education. Demonstrating the impact of leadership in higher education requires taking a step beyond measuring the skills, behaviours, and achievements of individual leaders to demonstrating how universities can evaluate the impact of actions taken to build leadership capacity across the institution. The authors extend the outcome of empirical research into how a distributed leadership approach can be enabled and evaluated in Australian higher education–to analyse the effectiveness of these processes for both measuring output and assessing the impact and influence of practice.
Please use this identifier to cite or link to this item: