We are delighted to announce that we have awarded ten Small Development Projects for 2014. The competition was particularly strong, with a total of 27 proposals received by the deadline.
The successful projects are:
Following the Leaders? Twitter networks and higher education leadership
University of Bath
New social media creates both opportunities and challenges for leaders. It offers a direct way to engage with students, staff and the general public and promotes discussion that can lead to innovation. However these communication networks are driven by self-organising behaviour that can be complex, unpredictable and difficult to manage. This project aims to identify, from data obtained from Twitter, sector wide trends, clusters of connectivity and institutional patterns of interaction in order to help leaders understand social media patterns, interpret their institution's place in networks and develop strategies for effective leadership.
Championing experiential leadership development today to inspire innovation tomorrow
University of Bristol
The modern veterinary profession is very team-oriented with colleagues from different backgrounds, all working together to ensure excellence in clinical services, research, industry and teaching. Effective leadership of these multi-disciplinary teams requires competencies beyond technical knowledge. They require self and social awareness, emotional intelligence, effective communication and organisational skills. However leadership training skills and resources are currently lacking amongst UK veterinary educators. This project aims to address the lack of veterinary team leadership capacity. It will enable veterinary higher education professionals to attend leadership training. To consolidate their skills by acting as facilitators for a national veterinary team leadership and professionalism course, that is delivered to veterinary medicine, nursing and bioscience students from across the UK.
Implementing 3-steps beyond the obvious – aligning, supporting and developing talent in HEIs
University of Derby
This project builds on a phase one research project supported by the Leadership Foundation for Higher Education to establish the feasibility and ecological validity of a new concept, model and associated tools to help organisations engage and align individual’s performance and development to local and institutional objectives.
Promoting organisation citizenship and collegiality: The utility of an online, value-centred training programme for leadership assessment and development
With the combination of sector reform and increased competition within higher education, the pressure for leaders to balance demands against the core values has greatly increased. This project looks to address the clearly identified need of cost and time-effective workforce development, with the aim of enabling leaders to take a proactive approach to their own training.
Going off road: Building creative capacity in operational teams
University of Essex
Creativity is a much sought after leadership quality. The ability to generate ideas and to have the confidence to voice ideas is a mind-set associated with many leaders across many different fields. Nurturing that mind-set across teams is a challenge particularly early on in a leadership role. This project aims to recognise and build creative capacity among teams using a CPD model adapted from commercial organisations where ideas and innovation are actively encouraged and the contributions of every team member respected.
Leadership development for entrepreneurship education: Building futures
University of Portsmouth
Higher education institutions have been called on to provide an entrepreneurial agenda and create and deliver a curriculum that supports the development of graduates. The interpretation of this agenda requires leadership in all academic disciplines and at all levels. Yet within teaching there has been limited attention given so far to those who are leading and enabling the entrepreneurial curriculum. This project aims to understand the perceived roles, barriers and enablers of curriculum leaders in developing entrepreneurial education and the leadership pre-requisites that can support sustained development of these staff to reach their vision of the future.
More than lucky? Exploring self-leadership in the development and articulation of research independence
University of Sheffield
Securing a research fellowship award is a highly competitive process where applicants must demonstrate potential to become a future research leader. A portion of fellowship success is often attributed to luck, both by award holders themselves and by aspiring fellows. This project seeks to provoke critical reflection in current research fellows and to overlap this with the thoughts of researcher developers in order to evidence a challenge to the definition of becoming ‘independent’ and to theorise that success in research leadership is dependent on becoming more, not less, connected.
Understanding leadership from a disability perspective
University of Wolverhampton
Any activity that affects disabled people, should involve disabled people in leadership roles. Yet, the number of disabled professionals in employment is small and the number of those occupying leadership positions remains even smaller. There have been few programmes in the UK to develop disabled staff. There is a need to re-conceptualise leadership and engage disabled individuals in the development of policy and practice in this area. This project aims to examine leadership from a disability perspective in one university using online survey and focus groups hoping to build leadership capacity among this under-represented group.
For more information contact:
Director, Membership and Organisational Development
M: 07977 457 949
Lesly is Director of Membership and Organisational Development at the Leadership Foundation. She works across the organisation, with our network of national and regional Assistant Directors, Membership and with our 155 member institutions, to ensure delivery of high quality membership benefits and services. Lesly is also lead contact for institutions in the South West of England. She leads on investments for members such as the Small Development Projects and Innovation and Transformation Fund in partnership with other sector bodies such as Hefce, Universities UK, UHR and UCEA.
Lesly also leads on Change Academy, one of our strategic consultancy services, and manages and facilitates our Leadership Development Academy in Ukraine with the British Council and Institute of Higher Education in Kiev.
A doctor of education, Lesly has 30 years’ experience in higher education roles spanning staff development, digital technologies, teaching and research, in the UK and internationally. She is a Chartered Fellow of the CIPD and a Fellow of the AUA.
Innovation Coordination Manager
T: 020 3468 4829
Frances coordinates operational aspects of the Leadership Foundation’s new and existing research and innovation activity. Her part-time role includes supporting the development, delivery, dissemination and evaluation of research and innovation projects and programmes. Frances also coordinates relationships with project teams, partners, stakeholders and other parties involved in research and innovation programmes. Frances completed a PhD in Educational Studies at the University of Sheffield in 2011, and has worked in the higher education sector since 2002.
T: 020 3468 4822
Mick is responsible for the day to day financial functions of the Leadership Foundation, including maintenance of the general ledger, weekly bank reconciliations, supplier payments and credit control as well as assisting in the production of management and year end accounts. He is also part of the membership team calculating annual subscription rates, administering the Innovation and Transformation Fund and Small Development Project funds, producing internal and external membership analysis, and answering general membership queries.
Culture, change and organisational development [Small Development Project]
Identity, Roles and Careers [Research]
Culture, change and organisational development [Small Development Project]
Culture, change and organisational development [Research]