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Jill Jameson - Bridging the Gap with Teamwork Collaborative Leadership for Communities of Practice in the Lifelong Learning Sector.pdf
Collaborative approaches in leadership and management are increasingly acknowledged to play a key role in successfulinstitutions in the lifelong learning sector (LLS) (Ofsted, 2004). Such approaches may be important in bridging the potential‘distance’ (psychological, cultural, interactional and geographical) (Collinson, 2005) that may exist between ‘leaders’ and‘followers’, fostering more democratic communal solidarity.
This paper reports on a 2006-07 research project funded by theCentre for Excellence in Leadership (CEL) that aimed to collect and analyse data on ‘collaborative leadership’ (CL) in thelearning and skills sector. The project investigated collaborative leadership and its potential for benefiting staff through trust andknowledge-sharing in communities of practice (CoPs). The project forms part of longer-term educational research investigating leadership within an emancipatory action research critical theory framework, in which a research team is trialling improvementsin leadership, management and professionalism by modelling the work of CoPs using a collaborative inquiry process (Jameson etal., 2006).
Dr Jill Jameson, The University of Greenwich
Paper presented at the British Educational Research Association Annual Conference, Heriot-Watt University, Edinburgh, 3-6 September 2008