PurposeThe purpose of this paper is to report findings from a larger study into the role of middle leaders of change in New Zealand higher education.Design/methodology/approachIn total, ten middle leaders from the New Zealand higher education sector took part in a recent research project which examined successful change leadership in higher education. As part of that larger study, each middle leader answered questions about their views on being in the “middle” in their change leadership roles and their views on middle leadership in general.FindingsThe ten middle leaders all described their place in their respective organisations in terms of being “caught in between”, or “sandwiched between” senior management to whom they were accountable, lecturers whom they described as colleagues or peers, and subordinates for whom they had some functional and often moral responsibility. The paper discusses the perceptions of being in the “middle” and how change leaders reconcile their position as a subordinate, an equal and a superior. Insight is gained into how educational leaders reconcile their position in the “middle” as they hold management responsibility for both academic and general staff who are hierarchically, beneath them; lead teams of colleagues in collegial decision making; and answer to higher authority in the form of senior organisational leadership.Research limitations/implicationsThe participant contributions of personal observations and unfolding real life stories which meld personal common sense with local meaning have formed a unique local ontology therefore allowing for a deeper understanding of the contributing factors toward being in the “middle”. Some of these perspectives have been used by the author's own organisation in the development of leadership training for future organisational change, particularly those aspects concerning communication and participation that are tailored to meet the unique needs of management and staff.Practical implicationsFor middle change leaders the focussed examination of the working relationship between middle change leaders and staff groups might prove to be a rich area of further study. These relationships take a variety of forms, including where a staff member has risen through the ranks (off the shop floor as it were) to take on the mantle of leadership, or simply where there is a shared understanding based on subject or professional backgrounds which binds the two together. Further investigation into these relationships may provide perspectives that enable leaders to develop a greater understanding of how change occurs.Originality/valueThe paper shows how the participants locate themselves as being “very much” in the middle in terms of line management of both resources and academic matters and often as being caught between competing imperatives, institutional dynamics and institutional structures.
No abstract
Jacob’s Ladder is a caring facility for disabled adults operated by Mustard Seed Communities in central Jamaica. In partnership with the Pennsylvania State University (Penn State), MSC hopes to create a site which will be used to educate both the local and international community about sustainability. Additionally, site planners are developing appropriate sensory stimulation systems capable of meeting the needs of the many future residents. After performing detailed community assessments, a library for use by both the residents and visitors to the site was designed. The library will provide large-scale sensory stimulation to the residents and serve as the focal point for guests to the site desiring to learn about sustainability. The library will house educational material and will incorporate green design features, such as being built from a recycled shipping container and supporting a green roof and solar array. As Penn State begins to implement more sustainable research projects on site, the supporting and educational material will be centrally located in the library where visitors will be able to observe and learn more about the future plans for Jacob’s Ladder.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
hi@scite.ai
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.