Higher education academic middle management leadership in a period of change

Research output: Other contribution to conferenceAbstractpeer-review

Abstract

The case study presented reflects the experience of university academics in middle management leadership roles - Heads of School, Associate Deans and Deputy Deans. As part of this presentation, a brief introduction to complexity theory will be provided to highlight how it was used as a strategic thinking approach, demonstrate how the institution is a complex adaptive system, and then highlight key pressure points and experiences of middle managers. Finally, how complexity theory can be used in practice as a method to underpin analysis and action will be considered.
Participants have undertaken leadership roles during periods of organisational change and low staff morale. The design for this study has been positioned within a qualitative paradigm using a case study approach and utilised purposive sampling as it took place in a particular context with a specific leadership group selected for their expertise and experience of middle management leadership roles.
Two key data collection methods were used: document analysis and semi-structured interviews. Institutional documents most accurately reflect the work done by middle managers week to week. A cursory document analysis was completed to determine the various activities undertaken while semi-structured interviews were completed to compare and contrast experiences.
The specific phenomena of self-organisation is examined as the typical hierarchical approach taken in management and leadership is being challenged as pockets of the organisation move to distributed leadership approaches and nuanced local practice.
Original languageEnglish
Publication statusPublished - 2024
EventThe Asian Conference on Education - Japan, Tokyo
Duration: 25 Nov 202429 Nov 2024

Conference

ConferenceThe Asian Conference on Education
CityTokyo
Period25/11/2429/11/24

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