Summary

Kendall Jarrett, Stephen Newton

Research output: Chapter in Book/Report/Conference proceedingChapter

Abstract

This part conclusion presents some closing thoughts on the key concepts discussed in the preceding chapters. The part provides a focus on the -enhancement of leadership capacity from within the institution. Utilisation of existing capability translates into investment in people resourced by those people, and the part provides a framework for decision-making when developing an internal leadership development offering. The myths and realities of leadership and leadership development in higher education (HE) are presented as a backdrop to discussion. The part offers the reader poignant commentary on the shock of leadership, how individuals outside HE prepare for leadership, and the critical evaluation of whether or not a leadership opportunity should be taken up. A framework for developing institutional leadership capacity from within is presented with the elements of informality, collegiality, and familiarity used to justify improved utilisation of existing resource.

Original languageEnglish
Title of host publicationThe Practice of Leadership in Higher Education
Subtitle of host publicationReal-world Perspectives on Becoming, Being and Leaving
EditorsK. Jarrett, S. Newton
PublisherTaylor and Francis
Pages57-58
Number of pages2
ISBN (Electronic)9781000179484
ISBN (Print)9780367423650
DOIs
Publication statusPublished - 29 Sep 2020

ASJC Scopus subject areas

  • Social Sciences(all)

Cite this

Jarrett, K., & Newton, S. (2020). Summary. In K. Jarrett, & S. Newton (Eds.), The Practice of Leadership in Higher Education: Real-world Perspectives on Becoming, Being and Leaving (pp. 57-58). Taylor and Francis. https://doi.org/10.4324/9780367823849-03a