Childs, M., Keppell, M., Brown, M., Hunter, C., Hard, N. & Hughes, H. (2011). Fostering institutional change and learning leadership – a study of stories of adaptation in blended and flexible learning and distance education. In G. Williams, P. Statham, N. Brown, B. Cleland (Eds.) Changing Demands, Changing Directions. Proceedings ascilite Hobart 2011. (pp.220-226). http://www.ascilite.org.au/conferences/hobart11/procs/Childs-concise.pdf

1. Fostering institutional change through learning
leadership – a study of adaptation in blended and
flexible learning, distance and open education.
Merilyn Childs (CSU), Mark Brown (MU), Mike Keppell (CSU), Carole
Hunter (CSU), Natasha Hard (CSU), Helen Hughes (MU).

2. Our geographic spaces
Port Macquarie

3. Our landscape spaces
http://www.flickr.com/photos/mytdx_4/4015904028/ http://www.flickr.com/photos/suburbanbloke/2504604619/

4. Our proximal journey 2007-2011
• Responding with and within our institutions to
the challenges presented by dynamic change
in learning and teaching (BFL, open and DE)
• Building innovative, resilient, and change-
capable staff
• Generating change

5. Our 2011 question
What do the strategies and activities developed
at CSU and Massey (to foster change in BFL,
open and DE) help us to understand about
learning leadership?

6. Our emerging conceptual space –
learning leadership
Positional leadership Leadership as activityLearning
leadership
Informed by Scott, Geoff; Coates,
Hamish; and Anderson, Michelle, (2008).
"Learning leadership in times of change:
Academic Leadership Capabilities for
Australian Higher Education" Higher
Education Research. Accessed 1st
February 2011
http://research.acer.edu.au/higher_educa
tion/3
Informed by Parrish, D & Lefoe, G
(2008), The GREEN resource: Growing •
Reflecting • Enabling • Engaging •
Networking. The Development of
Leadership Capacity in Higher Education,
Australian Teaching and Learning
Council, Sydney. Accessed 23rd October
2010
http://www.uow.edu.au/cedir/DistributiveL
eadership/docs/GREEN_Report.pdf
Including: as fostered by
distributive leadership

7. The 8 case studies we chose to
explore the question
Macro
Meso
Micro
•CSUEDs (CSU)
•ePortfolio (CSU)
•The Teaching Fellowship Scheme
(CSU)
•Course team Symposiums (CSU)
•Stream @ the Faculty of Business
(MU)
•Stream @ Bachelor of Sociology (MU)
• FLI Teaching Fellow 1 (CSU)
•FLI Teaching Fellow 1 (CSU)
What do the strategies and activities developed at CSU and Massey
(to foster change in BFL, open and DE) help us to understand about
learning leadership?

8. Planned outcomes (2012)
• Eight case studies
• wikiResearcher
http://wikiresearcher.org/DEHub_Research_Projects/Charles_Sturt_University
• Methodological development
• Final report
• Further questions
• Ongoing collaboration

9. Generative thinking
• Can the research team make sense of the case studies by considering the
interplay of positional leadership and leadership as activity (sometimes
fostered through distributive leadership)?
• No-one in the case studies uses the term “learning leadership”, nor do
they use the term “leadership”. We are considering how we might write
about the various leaderships shown, using a language that is respectful of
this reluctance, yet defines innovation and influence as leadership.