Changing the Management Mindset to Manage Momentum in Higher Education: A Case Study
The subject of coaching and leadership are synonymous with learning. We aim to provide evidence of how the management’s mindset in university education may require changing to embrace these and how these can link to individual and organisational learning. As education advances into a new era, decision makers are required to deliver a meaningful and high quality learner experience. We propose to raise awareness of what this can mean at individual, operational and organisational levels.
||Manager as Coach, Leadership, Learning Organization
The International Journal of Learning, Volume 18, Issue 12, pp.243-258.
Article: Print (Spiral Bound).
Article: Electronic (PDF File; 903.404KB).
Sue Bowen (Senior Lecturer), School of Flexible Partnership and Learning, University of Derby, Derby, Derbyshire, UK
Sue’s interest around developing managers as coaches and the benefit of coaching during organisational change builds on her experience and research in change management. She is enthusiastic about learning and seeks horizons to explore more about theories, models and concepts and the value of these in coaching and mentoring relationships. Sue’s most recent postgraduate research presents an interesting case study in Higher Education that draws to our attention that may be it is time for management to start as they intend to continue.
Programme Leader, School of Business, University of Derby, Derby, Derbyshire, UK
My work and interests cross subject boundaries as I work as a Coach and an
Education Professional in Higher Education. I am passionate about matters that
inspire learning and leadership in self and others. My most recent publications explore the links between coaching, transformative learning and reflective
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