This paper aims to provide a strong conceptual underpinning for our project, ‘Strategic Leadership for Institutional Teaching and Learning Centres: Developing a Model for the 21st century’. The project intends to:
1. investigate the forms of leadership that are present and emerging in organisational Centres for teaching and learning and whether or not they are responding to the ‘organisational redesign’ that Marginson (2000, p.28) argued that the sector required. This involves close consideration of the ways in which institutional structures and distinctive organisational cultures are being shaped by strategic leadership stakeholders to enhance teaching and learning quality. And 2. develop a model of leadership that is anticipatory, innovative and creative, strategic and contingent and which directs particular professional development and approaches in support of central groups as they confront the challenges of the 21st century. This involves the development of a Teaching and Learning Strategic Leadership Framework for professional development purposes for capacity building of leadership personnel of institutional Centres for teaching and learning.
Field of Research
130103 Higher Education 130304 Educational Administration, Management and Leadership
Socio Economic Objective
930502 Management of Education and Training Systems
Unless expressly stated otherwise, the copyright for items in DRO is owned by the author, with all rights reserved.
Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO.
If you believe that your rights have been infringed by this repository, please contact email@example.com.
Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact firstname.lastname@example.org.