
As a political scientist and academic administrator, I’ve long been interested in shared governance. But a new report on the value of shared leadership in higher education, prepared for the American Council on Education by Adrianna J. Kezar and Elizabeth M. Holcombe, has challenged my thinking. I see now how models of shared governance can focus more on distributing power than on collaborating meaningfully.
The authors differentiate shared leadership — the empowerment of multiple people and cross-functional teams — from the delegating of responsibilities to the faculty (versus administrative bodies) under shared governance.
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