STLHE 2015

Traditional understandings of universities emphasize formal, hierarchical, and discipline-based silos, overlaid by centralized managerial structures. However, universities are also beginning to be understood as complex systems produced by autonomous, interdependent networks of individuals who operate on the basis of what they understand to be their own interests, or that of their various cohort group. There is considerable evidence that effecting change within such systems is enormously difficult, but that increased awareness of the dynamic nature of leadership may enhance the chances of successful change. Educational leaders, focused on the improvement of teaching and learning in universities, function within and among such networks. These leaders may establish credibility within multiple local networks, and may learn to navigate the larger system; however, most acquire these skills the hard way – on their own, through trial and error and without a supportive network. Based on a study of educational leadership at one institution and a series of workshops held with leaders from Canada and the United States, participants in this session will explore the implications of emerging international research on the 'distributed leadership' model. Participants will discuss some of the fundamental patterns which shape leadership practice in post-secondary settings, reflect on their leadership efforts, and explore the role of networks in inspiring and sustaining – or in potentially limiting – leadership capacity in their respective institutions.

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