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Understandings of leadership in Australian private VET: Educational leadership

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Understandings of leadership in Australian private VET: Educational leadership missing in action or just hiding? Roger Harris and Michele Simons – PowerPoint PPT presentation

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Title: Understandings of leadership in Australian private VET: Educational leadership


1
Understandings of leadership in Australian
private VET Educational leadership missing in
action or just hiding?
  • Roger Harris and Michele Simons
  • University of South Australia

2
Introduction
  • Major changes in leadership of VET organisations
  • Shift in the relationship between educational
    leadership and management responsibilities
  • Leaders challenged to strike some form of balance
    between business and educational imperatives
  • Tensions inherent in these dual roles are an
    increasingly pressing problem
  • Requires richer understanding, particularly in
    the process of becoming a more interconnected
    tertiary education system

3
Significance
  • Common thread through VET literature -
    educational leadership disappears
  • This paper - investigates leaders understandings
    of educational leadership, how they balance
    tensions in meeting educational and business
    imperatives
  • Research in this area, and the sharing of it
    through the wider training system, is of
    significant value, with leadership and management
    effectiveness being so critical for quality and
    innovation in tertiary education (Skills
    Australia 2010)

4
Literature
  • Cf. schooling sector a golden age of sustained
    interest in educational leadership
  • Research on leadership in the VET sector generic
    management and leadership skills, capability
    frameworks
  • Educational leadership appears to have become
    almost invisible

5
Research on VET leadership
  • Roles of various groupsof leaders
  • Application of theoretical perspectives to VET
  • Development of lists of leadership and management
    domains of activity
  • Skill domains capability frameworks
  • Development needs of leaders and managers and how
    they might be met

6
Dual role
  • Tensions in balancing roles as educational
    leaders with business responsibilities
  • Often do not feel willing or able to assume
    higher levels of leadership in the future
  • Middle managers particularly problematic in
    the new competitive cultureof VET delivery
    (Consortium)

7
Research method
  • 16 private RTOs 5 commercial, 6 enterprise, 5
    industry
  • In NSW, Victoria and SA
  • 34 in-depth, semi-structured interviews
  • Limitations numbers small, cannot be
    generalised, sites purposively selected, absence
    of direct observation

8
Educational Leadership
  • Different to leadership directed towards external
    objects such as managing change
  • Educational leadership directed towards
  • Business imperative shaped by importance of value
    of education and individuals development
  • Serving the industry and being the best
  • Driving innovation for the enterprise
  • Focussing on learners

9
Impacts
  • Two views
  • Distinct forms of leadership need to be
    exercised and compete with each other for
    attention
  • Business and educational leadership - two sides
    of the same coin
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