Contextualizing distributed leadership in higher education
(2017) In Higher Education Research and Development 36(6). p.1280-1294- Abstract
- This case study of development in a technical university situates distributed leadership in higher education in an organizational perspective. Analysis of documentation from development programs and interviews with 10 faculty members showed that leadership practices were related to different institutional logics prominent in four key activities in this specific university: education, research, formal organization and boundary-spanning cross-scientific environments. A shared understanding of these logics was accompanied with a reported increase in organizational understanding and leadership awareness that helped establish collaboration and sensemaking. Furthermore, we show that the theory of logic multiplicity provides a way to analyze... (More)
- This case study of development in a technical university situates distributed leadership in higher education in an organizational perspective. Analysis of documentation from development programs and interviews with 10 faculty members showed that leadership practices were related to different institutional logics prominent in four key activities in this specific university: education, research, formal organization and boundary-spanning cross-scientific environments. A shared understanding of these logics was accompanied with a reported increase in organizational understanding and leadership awareness that helped establish collaboration and sensemaking. Furthermore, we show that the theory of logic multiplicity provides a way to analyze previously neglected aspects of power, tensions, context and the practical relevance of the concept of distributed leadership. (Less)
Please use this url to cite or link to this publication:
https://lup.lub.lu.se/record/bf2ebb88-57c8-4ed9-990b-9f53eea3da7f
- author
- SEVERIN, THOMAS LU and Holmberg, Robert LU
- organization
- publishing date
- 2017-09-19
- type
- Contribution to journal
- publication status
- published
- subject
- categories
- Higher Education
- in
- Higher Education Research and Development
- volume
- 36
- issue
- 6
- pages
- 1280 - 1294
- publisher
- Taylor & Francis
- external identifiers
-
- scopus:85015871545
- wos:000407556500014
- ISSN
- 0729-4360
- DOI
- 10.1080/07294360.2017.1303453
- language
- English
- LU publication?
- yes
- id
- bf2ebb88-57c8-4ed9-990b-9f53eea3da7f
- date added to LUP
- 2017-01-28 11:11:25
- date last changed
- 2022-04-16 22:57:58
@article{bf2ebb88-57c8-4ed9-990b-9f53eea3da7f,
abstract = {{This case study of development in a technical university situates distributed leadership in higher education in an organizational perspective. Analysis of documentation from development programs and interviews with 10 faculty members showed that leadership practices were related to different institutional logics prominent in four key activities in this specific university: education, research, formal organization and boundary-spanning cross-scientific environments. A shared understanding of these logics was accompanied with a reported increase in organizational understanding and leadership awareness that helped establish collaboration and sensemaking. Furthermore, we show that the theory of logic multiplicity provides a way to analyze previously neglected aspects of power, tensions, context and the practical relevance of the concept of distributed leadership.}},
author = {{SEVERIN, THOMAS and Holmberg, Robert}},
issn = {{0729-4360}},
language = {{eng}},
month = {{09}},
number = {{6}},
pages = {{1280--1294}},
publisher = {{Taylor & Francis}},
series = {{Higher Education Research and Development}},
title = {{Contextualizing distributed leadership in higher education}},
url = {{http://dx.doi.org/10.1080/07294360.2017.1303453}},
doi = {{10.1080/07294360.2017.1303453}},
volume = {{36}},
year = {{2017}},
}