Final Report : Lessons Learnt : Identifying Synergies in Distributed Leadership Projects.
Final report from a project that aimed to explore the implications for institutions of distributed leadership approaches that use less formally defined structures. The project used the experience and outcomes of four completed ALTC Leadership projects which implemented different approaches to distri...
| Institutions: | RMIT University Macquarie University University of Wollongong Australian Catholic University |
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| Autores principales: | , , , |
| Publicado: |
Office for Learning and Teaching
2012
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| Materias: | |
| Acceso en línea: | /resources/LE9_1222_Jones_Report_2012.pdf |
| Sumario: | Final report from a project that aimed to explore the implications for institutions of distributed leadership approaches that use less formally defined structures. The project used the experience and outcomes of four completed ALTC Leadership projects which implemented different approaches to distributed leadership. Each was underpinned by the use of experts and enthusiasts to build networks and communities of practice to deal with institutional change. The aims of this project were to identify synergies between these completed projects, and from these to develop: (1) a distributed leadership matrix of contextual conditions and leadership skills needed to achieve an effective distributed leadership process, and (2) a flexible, self-evaluative tool for institutions that seeks to encourage and support a distributed leadership approach to learning and teaching improvements. |
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| ISBN: | 9781921856990 9781921856990 |
