Demonstrating the impact of a distributed leadership approach in higher education

Sandra Jones*, Marina Harvey, Jillian Hamilton, John Bevacqua, Kathy Egea, Jo McKenzie

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

20 Citations (Scopus)


Higher education is under pressure to advance from a singular focus on assessment of outputs (measurements) to encompass the impact (influence) of initiatives across all aspects of academic endeavour (research, learning and teaching, and leadership). This paper focuses on the implications of this shift for leadership in higher education. Demonstrating the impact of leadership in higher education requires taking a step beyond measuring the skills, behaviours, and achievements of individual leaders to demonstrating how universities can evaluate the impact of actions taken to build leadership capacity across the institution. The authors extend the outcome of empirical research into how a distributed leadership approach can be enabled and evaluated in Australian higher education–to analyse the effectiveness of these processes for both measuring output and assessing the impact and influence of practice.

Original languageEnglish
Pages (from-to)197-211
Number of pages15
JournalJournal of Higher Education Policy and Management
Issue number2
Publication statusPublished - 2017
Externally publishedYes


  • distributed leadership
  • higher education
  • impact
  • measurement
  • output


Dive into the research topics of 'Demonstrating the impact of a distributed leadership approach in higher education'. Together they form a unique fingerprint.

Cite this