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Research overview: effective leader-led relations

Research output: Working paper

Published

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Research overview: effective leader-led relations. / 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 'Research overview: effective leader-led relations' CEL Working Paper Series, Centre for Excellence in Leadership, Lancaster University.

APA

Collinson, M., & Collinson, D. L. (2007). Research overview: effective leader-led relations. (CEL Working Paper Series). Centre for Excellence in Leadership.

Vancouver

Collinson M, Collinson DL. Research overview: effective leader-led relations. Lancaster University: Centre for Excellence in Leadership. 2007. (CEL Working Paper Series).

Author

Collinson, M ; Collinson, D L. / Research overview: effective leader-led relations. Lancaster University : Centre for Excellence in Leadership, 2007. (CEL Working Paper Series).

Bibtex

@techreport{2c7d299bc27b4d958923574cbbe210a5,
title = "Research overview: effective leader-led relations",
abstract = "This final working paper from the {\textquoteleft}effective leader-led relations{\textquoteright} project summarises the key findings and recommendations from the research. In particular, it outlines: A brief overview of five central research findings: the vital importance of leadership, high staff motivation, leadership challenges, multiple community engagements and blended leadership. Ten recommendations that are informed by these research findings. This research project was specifically designed to feed ideas back into the post-16 sector about how to enhance leadership processes. An additional case study on blended leadership. A primary focus of our research is its examination of staff{\textquoteright}s perceptions of what constitutes effective leadership in the post-16 sector. This in turn reveals employees{\textquoteright} preference for (what we term) {\textquoteleft}blended leadership{\textquoteright}. This theme is elaborated in the appendix of this paper, where we present a further case of blended leadership in action within the FE sector.",
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 - Research overview: effective leader-led relations

AU - Collinson, M

AU - Collinson, D L

PY - 2007

Y1 - 2007

N2 - This final working paper from the ‘effective leader-led relations’ project summarises the key findings and recommendations from the research. In particular, it outlines: A brief overview of five central research findings: the vital importance of leadership, high staff motivation, leadership challenges, multiple community engagements and blended leadership. Ten recommendations that are informed by these research findings. This research project was specifically designed to feed ideas back into the post-16 sector about how to enhance leadership processes. An additional case study on blended leadership. A primary focus of our research is its examination of staff’s perceptions of what constitutes effective leadership in the post-16 sector. This in turn reveals employees’ preference for (what we term) ‘blended leadership’. This theme is elaborated in the appendix of this paper, where we present a further case of blended leadership in action within the FE sector.

AB - This final working paper from the ‘effective leader-led relations’ project summarises the key findings and recommendations from the research. In particular, it outlines: A brief overview of five central research findings: the vital importance of leadership, high staff motivation, leadership challenges, multiple community engagements and blended leadership. Ten recommendations that are informed by these research findings. This research project was specifically designed to feed ideas back into the post-16 sector about how to enhance leadership processes. An additional case study on blended leadership. A primary focus of our research is its examination of staff’s perceptions of what constitutes effective leadership in the post-16 sector. This in turn reveals employees’ preference for (what we term) ‘blended leadership’. This theme is elaborated in the appendix of this paper, where we present a further case of blended leadership in action within the FE sector.

M3 - Working paper

T3 - CEL Working Paper Series

BT - Research overview: effective leader-led relations

PB - Centre for Excellence in Leadership

CY - Lancaster University

ER -