Explores consensual leadership in higher education as a new leadership model based on consent, focusing on partnership, teamwork, collaboration and collegiality in an international context.
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Lynne Gornall is Leader of the Working Lives Research Team at the University of South Wales, UK.
Brychan Thomas is Research Fellow at the Glamorgan Business School and Deputy Leader of the Welsh Enterprise Institute at University of South Wales, UK.
Lucy Sweetman is Senior Lecturer in Creative Writing at Bath Spa University, UK and a freelance writer and consultant.
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Paperback. Etat : New. Exploring Consensual Leadership in Higher Education explores the idea that the nature of academic work is both creative and consensual. Higher education relationships, whether between managers, staff, learners or the public sphere, are at their most effective when rooted in partnership, teamwork, collaboration and collegiality. The term 'consensual' is used because it situates new leadership models as structures based on consent, reflecting tacit traditions in education alongside ideas of leadership in other settings, including emerging industries. The aim is to celebrate achievements, encourage engagement opportunities, and add to the problem-solving knowledge-base. However, issues and problems in participatory engagement are also considered, and the borderlines between consensus (collective assent and agreement) and 'dissensus' (widespread, serious, disagreement) are examined critically.The contributors offer a range of alternative perspectives on leadership, reflecting the diverse forms and ways of working practised in different national higher educational contexts and cultural settings. The volume incorporates a variety of approaches and points of view, including stories of leadership and change, innovation projects and case studies, key interviews and insights, and collective team writing. N° de réf. du vendeur LU-9781350144965
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Paperback. Etat : new. Paperback. Exploring Consensual Leadership in Higher Education explores the idea that the nature of academic work is both creative and consensual. Higher education relationships, whether between managers, staff, learners or the public sphere, are at their most effective when rooted in partnership, teamwork, collaboration and collegiality. The term consensual is used because it situates new leadership models as structures based on consent, reflecting tacit traditions in education alongside ideas of leadership in other settings, including emerging industries. The aim is to celebrate achievements, encourage engagement opportunities, and add to the problem-solving knowledge-base. However, issues and problems in participatory engagement are also considered, and the borderlines between consensus (collective assent and agreement) and dissensus (widespread, serious, disagreement) are examined critically.The contributors offer a range of alternative perspectives on leadership, reflecting the diverse forms and ways of working practised in different national higher educational contexts and cultural settings. The volume incorporates a variety of approaches and points of view, including stories of leadership and change, innovation projects and case studies, key interviews and insights, and collective team writing. This item is printed on demand. Shipping may be from multiple locations in the US or from the UK, depending on stock availability. N° de réf. du vendeur 9781350144965
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