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Hybrid configurations of leadership in higher education employer engagement

Bolden, Richard; Petrov, Georgy


Richard Bolden
Dir of Res Ctr - Ldrship & Behav Change

Georgy Petrov


Recent literature has emphasised the distributed nature of leadership in higher education and the multitude of actors and factors that contribute towards organisational outcomes. Gronn (2009, 2011) suggests, however, that rather than using such evidence to provide broad, normative accounts of leadership practice, greater attention should be directed to mapping the ‘hybrid configurations’ through which leadership practice emerges. This paper responds to this call through an analysis of employer engagement activities in UK higher education. Using a qualitative case study approach it illustrates the complex, interdependent, and contested, nature of leadership practice in cross-boundary environments. The paper concludes by suggesting how a hybrid perspective may enhance leadership theory and practice in tertiary education.

Journal Article Type Article
Publication Date Jan 1, 2014
Journal Journal of Higher Education Policy and Management
Print ISSN 1360-080X
Publisher Taylor & Francis (Routledge)
Peer Reviewed Peer Reviewed
Volume 36
Issue 4
Pages 408-417
APA6 Citation Bolden, R., & Petrov, G. (2014). Hybrid configurations of leadership in higher education employer engagement. Journal of Higher Education Policy and Management, 36(4), 408-417.
Keywords distributed leadership, hybrid configurations, employer engagement, boundary spanning, shared leadership, emergent leadership
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Additional Information Additional Information : Published online 2 July 2014. This is an Accepted Manuscript of an article published by Taylor & Francis Group in Journal of Higher Education Policy and Management in 2014, available online at: http://www.tandfonline....80/1360080X.2014.916465


Hybrid Configurations of Leadership in HE - final.docx (124 Kb)

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