A Discussion About Power Relations and the Concept of Distributed Leadership in Higher Education Institutions

Abstract

In a context of increasing pressure to deliver high quality teaching and research, the need for “good leadership” has been emphasized as strategically decisive within the sector. Nevertheless, the structure and character of higher education institutions have historically no given space for top-down leadership which is usually associated with managerialism. The concept of distributed leadership has been suggested as a response to new challenges posed towards higher education institutions based on the understanding that more hierarchical leadership practices are not well suited to global complexity and change. In academic environments, the idea of collegiality is strongly-rooted assuming a “first among equals” approach to leadership where authority of professional expertise, self regulation, academic freedom and autonomy are more present than positional power. As a recognition of both the challenges faced by higher education institutions in the globalized world, and of perceptions of leadership that have historically characterized universities, the concept of distributed leadership has been presented as a framework for understanding leadership and change in higher education. The main argument of this article is that with the emphasis on participation and mutual influence, the distributed concept has many common features with the traditional collegial model of leadership in higher education. However, the lack of focus on internal dynamics of power relations still seems to be a limitation of this concept.