The Networked Learning for Educational Leaders research project studied information and communication technologies as they impact upon networked management learning for educational leaders. The study informed how the Centre for Excellence in Leadership rolls out its own forms of networked learning and shape the sort of advice it can give to others on this issue.

The project examined the relevance and applicability of a range of theories and concepts currently applied within the general fields of organisational and networked learning to the emerging practice and developing theory of networked management learning for specifically educational leaders. The ideas of Communities of Practice, learning networks, networked learning, co-construction of knowledge and related socio-cultural theories or approaches to learning are increasingly pervasive and applied across a wide spectrum of activities and situations. For the most part, however, in their application they retain a view of learning in which the learner is novice moving to expert. It is not immediately obvious, however, that the inherent acceptance of the notions of novice and expert that are reflected in the majority of such theories is necessarily applicable for management learning and development.

The research project studied information and communication technologies as they impact upon learning and the design for learning, focussing upon the core debates emerging about ICT. For example, some studies suggest ICT transforms managerial hierarchies, making them flatter and more democratic; others suggest it reinforces established patterns. The study informed how the Centre rolls out its own forms of networked learning and shaped the sort of advice it can give to others on this issue.

The Networked Learning for Educational Leaders research project was funded by theCentre for Excellence in Leadership (CEL). The Centre has been established to provide leaders and managers within the learning and skills sector.