A distributed leadership change process model for higher education

ABSTRACT

The higher education sector operates in an increasingly complex global environment that is placing it under considerable stress and resulting in widespread change to the operating context and leadership of higher education institutions. The outcome has been the increased likelihood of conflict between academics and senior leaders, presaging the need for more engaged and broader approach to leadership. Based on empirical research into the Australian university sector, this paper contends that a distributed leadership (DL) approach is appropriate for the higher education sector and offers value for supporting effective change. In acknowledging the paradigm change needed to implement a DL approach successfully, the authors present a process model to underpin the shift from a leader-centric to a DL approach. The Sustainable Enabling and Evaluating Reflective DL change process model presents a synthesis of how a systemic change to DL in higher education can occur.

KEYWORDS:

• Distributed leadership
• leadership activity
• paradigm change

Acknowledgements

The authors are grateful for funding from the Australian Government Office for Learning and Teaching, through a grant originally awarded by its predecessor, the Australian Learning and Teaching Council. The views expressed in this paper do not necessarily reflect the views of the Australian Government. We further acknowledge the active contribution of many colleagues, particularly our project partner team members – Dr Geraldine Lefoe; Dr Kevin Ryland and Professor Roger Hadgraft.

Disclosure statement

No potential conflict of interest was reported by the authors.

Additional information

Funding

The authors are grateful for funding from the Australian Government Office for Learning and Teaching, through a grant originally awarded by its predecessor, the Australian Learning and Teaching Council.