LeaD-In: a cultural change model for peer review of teaching in higher education

Abstract

Peer review of teaching is recognized increasingly as one strategy for academic development even though historically peer review of teaching is often unsupported by policy, action and culture in many Australian universities. Higher education leaders report that academics generally do not engage with peer review of teaching in a systematic or constructive manner, and this paper advances and analyses a conceptual model to highlight conditions and strategies necessary for the implementation of sustainable peer review in higher education institutions. The model highlights leadership, development and implementation, which are critical to the success and formation of a culture of peer review of teaching. The work arises from collaborative research funded by the Office for Learning and Teaching to foster and advance a culture of peer review of teaching across several universities in Australia.

Keywords:

• leadership
• organizational development
• peer learning
• professional development
• scholarship of teaching and learning

Acknowledgements

We acknowledge support and funding for this project provided by The Office for Learning and Teaching, Australia.