Staff involvement in leadership decision making in the UK FE sector: perceptions of quality and social justice
Staff involvement in leadership decision making in the UK FE sector: perceptions of quality and social justice
A key challenge arising from the increasing diversity in educational establishments is how to harness the potential that this human heterogeneity can bring while at the same time limiting the dissonance that often arises when human difference expands in limited work spaces. Drawing on data from the project Integrating Diversity in Leadership (Lumby et al., 2007) sponsored by the Centre for Excellence in Leadership (CEL), this paper investigates the extent to which staff in FE colleges feel included in the decision making processes of their colleges and perceive the decision processes as being fair and just. The paper adopts the view of Elsass & Grave (1997) who argue that leadership is crucially about making decisions, and uses the integrated decision-making model by Hoffberg & Korver (2006) to explore the extent to which diversity features are being integrated into leadership decision-making structures and processes in FE colleges in the UK.
Maringe, Felix
87437772-d86d-4d6e-9553-53884eb7d1da
Maringe, Felix
87437772-d86d-4d6e-9553-53884eb7d1da
Maringe, Felix
(2011)
Staff involvement in leadership decision making in the UK FE sector: perceptions of quality and social justice.
Journal of Educational Administration.
(In Press)
Abstract
A key challenge arising from the increasing diversity in educational establishments is how to harness the potential that this human heterogeneity can bring while at the same time limiting the dissonance that often arises when human difference expands in limited work spaces. Drawing on data from the project Integrating Diversity in Leadership (Lumby et al., 2007) sponsored by the Centre for Excellence in Leadership (CEL), this paper investigates the extent to which staff in FE colleges feel included in the decision making processes of their colleges and perceive the decision processes as being fair and just. The paper adopts the view of Elsass & Grave (1997) who argue that leadership is crucially about making decisions, and uses the integrated decision-making model by Hoffberg & Korver (2006) to explore the extent to which diversity features are being integrated into leadership decision-making structures and processes in FE colleges in the UK.
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Accepted/In Press date: 2011
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Local EPrints ID: 189557
URI: http://eprints.soton.ac.uk/id/eprint/189557
ISSN: 0957-8234
PURE UUID: 331a4649-63c5-40ac-bf00-aeb7d114a298
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Date deposited: 03 Jun 2011 08:03
Last modified: 10 Dec 2021 19:22
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