Boundary spanning in higher education leadership: Identifying boundaries and practices in a British university

Deborah Prysor, A. Henley

Research output: Contribution to journalArticlepeer-review

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Abstract

The increasingly dynamic and complex higher education (HE) environment calls for high levels of boundary-spanning skills from leaders. The importance of boundary spanning is raised by the need for leaders to engage across internal and external boundaries to formulate new strategic responses to a complex set of forces and pressures facing the sector. This paper investigates the salience of boundary spanning leadership (BSL) practices through qualitative research on a group of leaders in one UK HE institution. The paper finds varying evidence for the range of boundary-spanning activities proposed in previous literature and concludes in the present case that leadership achieves the ‘managing boundaries’ stage of the BSL nexus, but has more limited achievement at the highest ‘discovering new frontiers’ stage.
Original languageEnglish
Pages (from-to)1-16
Number of pages16
JournalStudies in Higher Education
Volume43
Issue number12
DOIs
Publication statusPublished - 28 Apr 2017

Keywords

  • boundary spannin
  • leadership
  • British higher education
  • strategic change
  • organizational development

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