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Liczba wyników
2015 | 5 | 1 | 39-45
Tytuł artykułu

Theoretical Framework of Leadership in Higher Education of England and Wales

Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
In the article the theoretical framework of leadership in higher education of England and Wales has been studied. The main objectives of the article are defined as analysis of scientific and pedagogical literature, which highlights different aspects of the problem under research; characteristic of the theoretical fundamentals of educational leadership, and presentation of classification of leadership models in educational sphere. Leadership in higher education has been studied by foreign and domestic scientists: methodology of comparative education (C. Bargh, N. Bidyuk, N. Mukan, A. Sbruyeva); continuous professional education (J. Barge, A. Kuzminskyy, N. Nychkalo, P. Lorange); leadership in education (J. Bareham, L. Danylenko, L. Karamushka, N. Kolominskyy, O. Marmaza); leaders’ training (A. Borysova, V. Ilromovyy) etc. In Ukraine this problem has not been studied yet. The research methodology comprises theoretical (comparative and historical method, logical method, analysis and synthesis), and applied (conversations and dialogues) methods. The research results have been presented: the comprehensive integration of leadership theories in the sphere of philosophy, sociology, psychology, pedagogy, management has been justified; the definition of leadership and distributed leadership, and their characteristic have been provided; the leadership models in higher education of England and Wales have been determined.
Wydawca
Rocznik
Tom
5
Numer
1
Strony
39-45
Opis fizyczny
Daty
wydano
2015-03-01
online
2015-03-13
Twórcy
Bibliografia
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  • 3.Bolden, R., Petrov, G. & Gosling, J. (2008). Developing collective leadership in higher education. Final report. LFHE, Centre for Leadership Studies, University of Exeter, p. 80.
  • 4.Bolman, L. & Deal, T. (2008). Refi-aming organisations: Artistry, choice and leadership. San Francisco: Jossey-Bass, p. 512.
  • 5.Ferren, A. (2004). Leadership through collaboration: The role of the chief academic officer. Lanham, MD: Rowman & Littlefield Publishers, Inc., p. 328.
  • 6.Fiedler, F. & Garcia, J. (1987). New approaches to effective leadership: Cognitive resources and organisational performance. New York: Wiley, p. 240.
  • 7.Hersey, P., Blanchard, K. & Johnson, D. (2007). Management of organisational behaviour. Upper Saddle River, NJ: Prentice Hall, p. 837.
  • 8.House , R. & Dessler, G. (1974). The path-goal theory of leadership: Some post-hoc and a priori tests. In: Hunt, J. & Larsons, L. (Eds.). Contingency approaches to leadership. Carbondale, IL: Southern Illinois University Press, p. 29-55.
  • 9.Gunter, H. (2001). Critical approaches to leadership in education. Journal of Educational Enquiiy. Volume 2, Issue 2, p. 94-108.
  • 10.Leithwood, K. & Levin, B. (2005). Assessing school leader and leadership programme effects on pupil learning: conceptual and methodological challenges. Research report 662. Nottingham: Department for education and skills, p. 55.
  • 11.MacBeath, J. (2005). Leadership as distributed: a matter of practice. School Leadership and Management. Volume 25, Issue 4, p. 349-366.
  • 12.Manz, C. & Sims, H. (1980). Self-management as a substitute for leadership: A social learning theory perspective. The Academv of Management Review. Volume 5, Number 3, p. 361-367.
  • 13.McGregor, D. (2005). The Human Side of Enterprise. New York: McGraw-Hill, p. 256.
  • 14.Mendez-Morse, S. (1992). Leadership characteristics that facilitate school change. Austin, TX: Southwest Educational Development Laboratory, p. 63.
  • 15.Ramsden, P. (1998). Learning to lead in higher education. London: Routledge, p. 288.
  • 16.Stogdill, R. & Coons, A. (Eds.). (1957). Leader behaviour: Its description and measurement. Columbus, OH: Bureau of Business Research, Ohio State University, p. 168.
  • 17.Weber, M. (1997). The theory of economic and social organisation. New York: Free Press, p. 436.
  • 18.Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. The Leadership Quarterly. Volume 10, Issue 2, p. 285-305.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.doi-10_1515_rpp-2015-0019
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