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Contextualizing distributed leadership in higher education

SEVERIN, THOMAS LU and Holmberg, Robert LU (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:
author
organization
publishing date
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
2018-02-19 00:03:30
@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},
  volume       = {36},
  year         = {2017},
}