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Leading and managing learning and teaching in higher education

Leading and managing learning and teaching in higher education This paper outlines the findings of a study that examined the conceptions of academics regarding the nature of ‘leading’ and ‘managing’ learning and teaching in six Australian universities. These data were considered in the light of institutional systems and documentation regarding the leadership and management of learning and teaching and the contemporary literature on leadership and management, particularly in higher education. The research found that there was congruence between academic conceptions of the roles of leaders and managers in HE and those found in other contexts. In contrast, there was considerable variance and significant gaps between these conceptions and HR and professional development practices. The paper reports findings that have significant implications for more systematic and explicit professional development for University leaders and managers of teaching and learning. In addition, it argues that changes are required to the prevailing approaches in the current HR systems and policies in order to effectively develop, support and recognize effective leadership and management practices as they relate to learning and teaching. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Higher Education Research and Development Taylor & Francis

Leading and managing learning and teaching in higher education

17 pages

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References (22)

Publisher
Taylor & Francis
Copyright
Copyright HERDSA
ISSN
1469-8366
eISSN
0729-4360
DOI
10.1080/07294360.2010.512631
Publisher site
See Article on Publisher Site

Abstract

This paper outlines the findings of a study that examined the conceptions of academics regarding the nature of ‘leading’ and ‘managing’ learning and teaching in six Australian universities. These data were considered in the light of institutional systems and documentation regarding the leadership and management of learning and teaching and the contemporary literature on leadership and management, particularly in higher education. The research found that there was congruence between academic conceptions of the roles of leaders and managers in HE and those found in other contexts. In contrast, there was considerable variance and significant gaps between these conceptions and HR and professional development practices. The paper reports findings that have significant implications for more systematic and explicit professional development for University leaders and managers of teaching and learning. In addition, it argues that changes are required to the prevailing approaches in the current HR systems and policies in order to effectively develop, support and recognize effective leadership and management practices as they relate to learning and teaching.

Journal

Higher Education Research and DevelopmentTaylor & Francis

Published: Apr 1, 2011

Keywords: educational development; leadership and management; professional development

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