2011
DOI: 10.1080/07294360.2010.512631
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Leading and managing learning and teaching in higher education

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Cited by 66 publications
(49 citation statements)
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“…You must able to disseminate the task, you must be able to.." His replied connotes the message of responsibility at the wider spectacles rather than overriding decision made for those possessed certain autonomy. Marshall, Orrell, Cameron, Bosanquet, & Thomas, (2011) mentioned the macro management leaders are responsible for institutional level with external and internal foci including responsible for development and maintenance of an institution's physical and virtual learning environments and units involved in academic administration. Another roles he mentioned is walk and lead the strategic planning.…”
Section: Roles and Leadership Characteristicsmentioning
confidence: 99%
“…You must able to disseminate the task, you must be able to.." His replied connotes the message of responsibility at the wider spectacles rather than overriding decision made for those possessed certain autonomy. Marshall, Orrell, Cameron, Bosanquet, & Thomas, (2011) mentioned the macro management leaders are responsible for institutional level with external and internal foci including responsible for development and maintenance of an institution's physical and virtual learning environments and units involved in academic administration. Another roles he mentioned is walk and lead the strategic planning.…”
Section: Roles and Leadership Characteristicsmentioning
confidence: 99%
“…Bennett et al 2003;Bolden et al 2012;Collinson and Collinson 2009;Gronn 2011;Hamilton et al 2014;Hénard and Roseveare 2012;Jones 2014). Applying contemporary learning approaches to professional development is also important and effective, where people learn from experience, apply their learning to problem solving in their own practice context and reflect deeply on their learning (Bolden et al 2012;Marshall et al 2011;McInnis et al 2012;Scott et al 2008;Tourish 2012).…”
Section: Creative Leadership Conceptual and Operational Frameworkmentioning
confidence: 98%
“…Leadership in higher education has received increasing attention at both the theoretical and practical levels during the last 20 years (Kezar, Carducci, & Contreras-McGavin, 2006;Marshall, Orrell, Cameron, Bosanquet, & Thomas, 2011;Ramsden, 2003). This interest is driven in part by the push for higher education institutions in both developed and emerging economies to adopt 106 D. Dredge and C. Schott business management and corporate governance practices, as well as by increasing pressure to improve transparency and accountability in meeting a broad range of teaching, learning, research, and engagement objectives (Marginson & Considine, 2000).…”
Section: Introductionmentioning
confidence: 99%