The coordination role in research education: Emerging understandings and dilemmas for leadership

Publication Type:
Journal Article
Citation:
Journal of Higher Education Policy and Management, 2014, 36 (4), pp. 440 - 454
Issue Date:
2014-01-01
Full metadata record
Files in This Item:
Filename Description Size
Boud et al REC paper JHEPM14 accepted.pdfAccepted Manuscript Version589.05 kB
Adobe PDF
Changes in expectations of research education worldwide have seen the rise of new demands beyond supervision and have highlighted the need for academic leadership in research education at a local level. Based on an interview study of those who have taken up local leadership roles in four Australian universities, this paper maps and analyses different dimensions of the emerging leadership role of research education coordination. It argues that while there is increasing clarity of what is required, there are considerable tensions in the nature of the coordination role and how coordination is to be executed. In particular, what leadership roles are appropriate and how can they be positioned effectively within universities? The paper draws on the Integrated Competing Values Framework to focus on the activities of coordination and on ideas of distributed leadership to discuss the leadership that characterises coordination. It is argued that without acknowledgement of the influences that coordinators need to exert and the positioning and support needed to achieve this, the contemporary agenda for research education will not be realised. © 2014 © 2014 Association for Tertiary Education Management and the LH Martin Institute for Tertiary Education Leadership and Management.
Please use this identifier to cite or link to this item: