• myGriffith
    • Staff portal
    • Contact Us⌄
      • Future student enquiries 1800 677 728
      • Current student enquiries 1800 154 055
      • International enquiries +61 7 3735 6425
      • General enquiries 07 3735 7111
      • Online enquiries
      • Staff phonebook
    View Item 
    •   Home
    • Griffith Research Online
    • Book chapters
    • View Item
    • Home
    • Griffith Research Online
    • Book chapters
    • View Item
    JavaScript is disabled for your browser. Some features of this site may not work without it.

    Browse

  • All of Griffith Research Online
    • Communities & Collections
    • Authors
    • By Issue Date
    • Titles
  • This Collection
    • Authors
    • By Issue Date
    • Titles
  • Statistics

  • Most Popular Items
  • Statistics by Country
  • Most Popular Authors
  • Support

  • Contact us
  • FAQs
  • Admin login

  • Login
  • Establishing platforms for leadership and learning

    Author(s)
    Timperley, Helen
    Robertson, Jan
    Griffith University Author(s)
    Robertson, Jan
    Year published
    2011
    Metadata
    Show full item record
    Abstract
    Traditional understandings of leadership have focused on individuals who occupied formal positions of authority within organizations; the 'leaders', their personality traits and their work. In business, the focus was on the chief executive officer (CEO). In education, the equivalent was the school principal. Studies of leader­ship within this framework typically examined how the leadership styles of these individuals allowed them to exercise influence and have authority over others. Of particular interest was, 'the heroic leader standing atop a hierarchy, bending the school community to his or her purposes' (Camburn et al., ...
    View more >
    Traditional understandings of leadership have focused on individuals who occupied formal positions of authority within organizations; the 'leaders', their personality traits and their work. In business, the focus was on the chief executive officer (CEO). In education, the equivalent was the school principal. Studies of leader­ship within this framework typically examined how the leadership styles of these individuals allowed them to exercise influence and have authority over others. Of particular interest was, 'the heroic leader standing atop a hierarchy, bending the school community to his or her purposes' (Camburn et al., 2003: 348). Such a view of leadership, however, failed to realize its promise. On a practical level, there were simply insufficient numbers of heroes (Copland, 2003; Elmore, 2002; Harris, 2008) or 'want-to-be heroes' (Gronn and Rawlings-Sanaei, 2003) to run all our businesses and schools. On an empirical level, the evidence demonstrated that effective organizations were not typically run by a single leader who controls the activities of others who, in turn, play minor support roles. What happens within any organization is more complex than this. Many people are involved in both formal and informal leadership practice in influencing direction and out­comes. Thus, the vocabulary of 'leadership' replaced that of 'leaders' to reflect this complexity and the relational nature of leadership influence.
    View less >
    Book Title
    Leadership and learning
    Publisher URI
    https://au.sagepub.com/en-gb/oce/leadership-and-learning/book234139
    Subject
    Educational Administration, Management and Leadership
    Publication URI
    http://hdl.handle.net/10072/43122
    Collection
    • Book chapters

    Footer

    Disclaimer

    • Privacy policy
    • Copyright matters
    • CRICOS Provider - 00233E

    Tagline

    • Gold Coast
    • Logan
    • Brisbane - Queensland, Australia
    First Peoples of Australia
    • Aboriginal
    • Torres Strait Islander