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Individual leader to interdependent leadership: A case study in leadership development and tripartite evaluation

McCauley-Smith, Catherine, Williams, Sharon Jayne, Gillon, Anne Clare, Braganza, Ashley and Ward, Carolyn 2013. Individual leader to interdependent leadership: A case study in leadership development and tripartite evaluation. Advances in Developing Human Resources 15 (1) , pp. 83-105. 10.1177/1523422312466982

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The Problem: In this case study we see a move away from orthodox views of school leadership as “headship” to a more contemporary model of educational leadership wherein we note a departure from functional, curricula-based school leadership toward more human resource development (HRD) approaches. The aim of this study was to consider the effectiveness of an educational development program for middle leaders within an educational establishment. The Solution: We examined the impact of a bespoke higher education leadership development intervention in Leadership (and Change) on the formation and cohesiveness of a newly formed innovative leadership structure. The Stakeholders: The leadership development intervention was designed through a tripartite collaboration including a university, senior school leaders, and staff. The intervention was designed to shift leadership from individual leader agency to interdependent human leadership agency. Through tripartite evaluation we uncover leadership development praxis that transcends the boundaries of conventional educational leadership and reemphasizes the benefits of bridging the academic/practitioner divide and the application of theory to praxis.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Subjects: H Social Sciences > H Social Sciences (General)
L Education > LB Theory and practice of education
Uncontrolled Keywords: leadership; higher education; evaluation; leadership development
Publisher: SAGE Publications
ISSN: 1523-4223
Last Modified: 23 Mar 2017 04:09

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