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''Blended leadership'': employee perspectives on effective leadership in the U.K. FE sector

Research output: Working paper

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''Blended leadership'': employee perspectives on effective leadership in the U.K. FE sector. / Collinson, M; Collinson, D L.
Lancaster University: Centre for Excellence in Leadership, 2007. (CEL Working Paper Series).

Research output: Working paper

Harvard

Collinson, M & Collinson, DL 2007 '''Blended leadership'': employee perspectives on effective leadership in the U.K. FE sector' CEL Working Paper Series, Centre for Excellence in Leadership, Lancaster University.

APA

Vancouver

Collinson M, Collinson DL. ''Blended leadership'': employee perspectives on effective leadership in the U.K. FE sector. Lancaster University: Centre for Excellence in Leadership. 2007. (CEL Working Paper Series).

Author

Collinson, M ; Collinson, D L. / ''Blended leadership'': employee perspectives on effective leadership in the U.K. FE sector. Lancaster University : Centre for Excellence in Leadership, 2007. (CEL Working Paper Series).

Bibtex

@techreport{434651717e194196a9fdc0586d7e233b,
title = "''Blended leadership'': employee perspectives on effective leadership in the U.K. FE sector",
abstract = "This paper draws on research into what constitutes {\textquoteleft}effective leadership{\textquoteright} from the perspective of FE employees. It highlights FE staff{\textquoteright}s preference for what we term {\textquoteleft}blended leadership{\textquoteright}, an approach that combines specific elements of both traditional hierarchical leadership with more contemporary aspects of distributed leadership. FE staff prefer leadership practices that provide structure, clarity and organization as well as team-working, communication and a shared sense of mission, responsibility and accomplishment. Within the literature on both education and on leadership, distributed and hierarchical models are typically seen as opposing polarities. Frequently, distributed leadership is highly valued whilst traditional approaches are criticised as outmoded. By contrast, this working paper suggests that FE employees continue to value important elements of a directive leadership approach combined and integrated with aspects of a distributed style. Our research finds that in the FE sector, such {\textquoteleft}blended leadership{\textquoteright} practices are routinely accomplished in the context of multiple, conflicting, shifting and contradictory demands on FE colleges.",
author = "M Collinson and Collinson, {D L}",
year = "2007",
language = "English",
series = "CEL Working Paper Series",
publisher = "Centre for Excellence in Leadership",
type = "WorkingPaper",
institution = "Centre for Excellence in Leadership",

}

RIS

TY - UNPB

T1 - ''Blended leadership'': employee perspectives on effective leadership in the U.K. FE sector

AU - Collinson, M

AU - Collinson, D L

PY - 2007

Y1 - 2007

N2 - This paper draws on research into what constitutes ‘effective leadership’ from the perspective of FE employees. It highlights FE staff’s preference for what we term ‘blended leadership’, an approach that combines specific elements of both traditional hierarchical leadership with more contemporary aspects of distributed leadership. FE staff prefer leadership practices that provide structure, clarity and organization as well as team-working, communication and a shared sense of mission, responsibility and accomplishment. Within the literature on both education and on leadership, distributed and hierarchical models are typically seen as opposing polarities. Frequently, distributed leadership is highly valued whilst traditional approaches are criticised as outmoded. By contrast, this working paper suggests that FE employees continue to value important elements of a directive leadership approach combined and integrated with aspects of a distributed style. Our research finds that in the FE sector, such ‘blended leadership’ practices are routinely accomplished in the context of multiple, conflicting, shifting and contradictory demands on FE colleges.

AB - This paper draws on research into what constitutes ‘effective leadership’ from the perspective of FE employees. It highlights FE staff’s preference for what we term ‘blended leadership’, an approach that combines specific elements of both traditional hierarchical leadership with more contemporary aspects of distributed leadership. FE staff prefer leadership practices that provide structure, clarity and organization as well as team-working, communication and a shared sense of mission, responsibility and accomplishment. Within the literature on both education and on leadership, distributed and hierarchical models are typically seen as opposing polarities. Frequently, distributed leadership is highly valued whilst traditional approaches are criticised as outmoded. By contrast, this working paper suggests that FE employees continue to value important elements of a directive leadership approach combined and integrated with aspects of a distributed style. Our research finds that in the FE sector, such ‘blended leadership’ practices are routinely accomplished in the context of multiple, conflicting, shifting and contradictory demands on FE colleges.

M3 - Working paper

T3 - CEL Working Paper Series

BT - ''Blended leadership'': employee perspectives on effective leadership in the U.K. FE sector

PB - Centre for Excellence in Leadership

CY - Lancaster University

ER -