![[PDF]](/pb-assets/Icons/adobe-pdf-icon-1498649896243.png){kind=icon}
Abstract
Although participatory models of distributed leadership have gained traction across the higher education sector in the UK, it is also the case that forms of exclusion continue to defy aspirations for improving diversity in senior leadership across higher education. This article contends that an (undemocratic) participatory model of distributed leadership has, in effect, provided a framework through which ‘cultural cloning’ can thrive, and most importantly where the exclusion of black minority-ethnic academics can be camouflaged as normal business. This article uses ‘cultural cloning’ as a methodological tool to analyse the implications for black minority-ethnic academics against the structures, processes and politics of this participatory model of distributed leadership in higher education. It concludes that in the interests of exclusion and uniformity, an (undemocratic) participatory model of distributed leadership in higher education has become a utilitarian scaffold that is both ‘a means to an end’ and ‘an end in itself’.
References
Section:
|
Ahmed, S (2007) You end up doing the document rather than doing the doing: Diversity, race and equality and the politics of documentation. Ethnic and Racial Studies 30(4):590–609. Google Scholar | ISI | |
|
Arday, J (2015) Creating space and providing opportunities for BME academics in higher education. In: Alexander, C, Arday, J (eds) Aiming Higher: Race, Inequality and Diversity in the Academy. London: Runnymede Trust. Google Scholar | |
|
Beckman, E (2017) Leadership through fellowship: Distributed leadership in a professional recognition scheme for university educators. Journal of Higher Education Policy and Management 39(2):155–168. Google Scholar | |
|
Beecher, M (2013) Democracy is about equity and justice. YourCommonwealth.org. Available at: http://www.yourcommonwealth.org/social-development/democracy-participation/democracy-is-about-equity-and-justice (accessed 20 April 2018). Google Scholar | |
|
Berger, P, Luckman, T (1966) The Social Construction of Reality: A Treatise in Sociology of Knowledge. Garden City, NYC: Doubleday. Google Scholar | |
|
Bhopal, K (2018) White Privilege: The Myth of a Post-racial Society. Bristol, UK: Policy Press. Google Scholar | |
|
Bhopal, K, Jackson, J (2013) The experiences of black and minority ethnic academics: Multiple identities and career progression. Project report, University of Southampton, UK. Google Scholar | |
|
Bhopal, K, Brown, H, Jackson, J (2015) BME academic flight from UK to overseas higher education: Aspects of marginalisation and exclusion. British Educational Research Journal 42(2):240–257. Google Scholar | |
|
Bolden, R, Petrov, G, Gosling, J (2009) Distributed leadership in higher education: Rhetoric and reality. Educational Management Administration & Leadership 37(2):257–277. Google Scholar | SAGE Journals | ISI | |
|
Bourdieu, P (1998) Practical Reason: On the Theory of Action. Stanford: Stanford University Press. Google Scholar | |
|
Bush, T (2013) Distributed leadership: The model of choice. Educational Management Administration & Leadership 41(5):543–544. Google Scholar | SAGE Journals | ISI | |
|
Cramer, G, Harris, T (2015) “White-side, strong-side”: A critical examination of race and leadership in Remember the Titans. Howard Journal of Communications 26(2):153–171. Google Scholar | |
|
Croce, M (2014) Governing through normality: Law and the force of sameness. International Journal of Political Cultural Sociology 28(4):303–323. Google Scholar | |
|
Davidson, MJ (1997) The Black and Ethnic Minority Woman Manager: Cracking the Concrete Ceiling. London: SAGE. Google Scholar | |
|
Diamond, JB, Spillane, JP (2016) School leadership and management from a distributed leadership perspective: A 2016 perspective. Management in Education 30(4):147–154. Google Scholar | SAGE Journals | |
|
Dowling-Hetherington, L (2016) University change in Ireland: Understanding the ‘what’, the ‘why’ and the ‘how’. Education Management Administration & Leadership 44(2):263–280. Google Scholar | SAGE Journals | ISI | |
|
Equality Challenge Unit (2011) The experience of BME staff in higher education in England. Equality Challenge Unit, London. Google Scholar | |
|
Equality Challenge Unit (2012) Equality in higher education: Statistical report, Part 1. Equality Challenge Unit, London. Google Scholar | |
|
Equality Challenge Unit (2014) Equality in higher education: Statistical report. Equality Challenge Unit, London. Google Scholar | |
|
Essed, P (2002) Cloning cultural homogeneity while talking diversity: Old wine in new bottles in Dutch work organisations? Transforming Anthropology 11(1):2–12. Google Scholar | |
|
Essed, P (2004) Cloning amongst professors: Normalities and imagined homogenises. Nordic Journal of Feminist and Gender Research 12(2):113–122. Google Scholar | |
|
Essed, P, Goldberg, D (2002) Cloning cultures: The social injustice of sameness. Ethnic and Racial Studies 25(6):1066–1082. Google Scholar | ISI | |
|
Essed, P, Schwab, G (2012) Clones, Fakes and Post Humans: Cultures of Replication. Amsterdam: Brill. Google Scholar | |
|
Festekjian, A, Tram, S, Murray, C, Sy, T, Huynh, H (2013) I see me the way you see me: The influence of race on interpersonal and intrapersonal leadership perceptions. Journal of Leadership and Organisational Studies 21(1):102–119. Google Scholar | |
|
Floyd, A, Fung, D (2017) Focusing the kaleidoscope: Exploring distributed leadership in an English University. Studies in Higher Education 42(8):1488–1503. Google Scholar | |
|
Gantrel, M (2002) Contextualizing or cloning? Bringing cultural studies into the (French) classroom. The Journal of Twentieth Century/Contemporary French Studies 6(2):316–326. Google Scholar | |
|
Gronn, P (2002) Distributed leadership as a unit of analysis. Leadership Quarterly 13:423–451. Google Scholar | ISI | |
|
Gronn, P (2016) Fit for purpose no more? Management in Education 30(4):168–172. Google Scholar | SAGE Journals | |
|
Harris, A (2007) Distributed leadership: Conceptual confusion and empirical reticence. International Journal of Leadership Education 10:315–325. Google Scholar | |
|
Harris, A (2013) Distributed leadership: Friend or foe? Educational Management Administration & Leadership 41(5):545–554. Google Scholar | SAGE Journals | ISI | |
|
Harris, A, DeFlaminis, J (2016) Distributed leadership in practice: Evidence, misconceptions and possibilities. Management in Education 30(4):141–146. Google Scholar | SAGE Journals | |
|
Hartley, D (2007) The emergence of distributed leadership in education: Why now? British Journal of Educational Studies 55(2):202–214. Google Scholar | ISI | |
|
Hartley, D (2010) Paradigms: How far does research in distributed leadership stretch? Educational Management Administration & Leadership 38(3):271–285. Google Scholar | SAGE Journals | ISI | |
|
Havergal, C (2016) BME students are not satisfied. The Times Higher Education Supplement THE, June (2257). Google Scholar | |
|
Jones, S (2014) Distributed leadership: A critical analysis. Leadership 10(2):129–141. Google Scholar | SAGE Journals | ISI | |
|
Jones, S, Harvey, M (2017) A distributed leadership change process model for higher education. Journal of Higher Education Policy and Management 39(2):126–139. Google Scholar | |
|
Kendall, F (2006) Understanding White Privilege: Creating Pathways to Authentic Relationships Across Race. New York: Routledge. Google Scholar | |
|
Kezar, A (2001) Investigating organizational fit in a participatory leadership environment. Journal of Higher Education Policy and Management 23(1):85–101. Google Scholar | |
|
Khan, C (2017) Do universities have a problem with promoting their BAME staff? The Guardian, 16 November. Available at: www.theguardian.com/higher-education-network/2017/Nov/16 (accessed 23 January 2018). Google Scholar | |
|
Knight, JL, Hebl, MR, Foster, JB, Mannix, LM (2003) Out of role? Out of luck: The influence of race and leadership status on performance appraisals. Journal of Leadership and Organisational Studies 9(3):85–93. Google Scholar | SAGE Journals | |
|
Lumby, J (2016) Distributed leadership as fashion or fad. Management in Education 30(4):161–167. Google Scholar | SAGE Journals | |
|
McSwiney, J, Cottle, D (2017) Unintended consequences: One nation and neoliberalism in contemporary Australia. The Journal of Australian Political Economy 79:87–106. Google Scholar | |
|
Miller, P (2016) White sanction, institutional, group and individual interaction in the promotion and progression of black minority ethnic academics and teachers in England. Power & Education 8(3):205–221. Google Scholar | SAGE Journals | |
|
Pilkington, A (2013) The interacting dynamics of institutional racism in higher education. Race, Ethnicity and Education 16(2):225–245. Google Scholar | ISI | |
|
Ragins, BR (2010) Diversity and workplace mentoring relationships: A review and positive social capital approach. In: Allen, TD, Eby, LT (2010) The Blackwell Handbook of Mentoring: A Multiple Perspectives Approach. Oxford: Wiley-Blackwell. Google Scholar | |
|
Robinson, VMJ (2008) Forging the links between distributed leadership and educational outcomes. Journal of Educational Administration 46(2):241–256. Google Scholar | |
|
Salazar, MG (2016) Normative pluralism. Contemporary Pragmatism 13(4):382–399. Google Scholar | |
|
Schmitt, C (2005) Political Theology: Four Chapters on the Concept of Sovereignty. Chicago: The University of Chicago Press. Google Scholar | |
|
Seward, M (2009) Democratic theory and indices of democratization. In: Beetham, D (ed.) Defining and Measuring Democracy. New York: SAGE. Google Scholar | |
|
Sewerin, T, Holmberg, R (2017) Contextualising distributed leadership in higher education. Higher Education Research and Development 36(1):1280–1294. Google Scholar | |
|
Shilliam, R (2015) Black academia: The doors have been opened but the architecture remains the same. In: Alexander, C, Arday, J (eds) Aiming Higher: Race, Inequality and Diversity in the Academy. London: Runnymede Trust. Google Scholar | |
|
Showunmi, V, Atewologun, D, Bebbington, D (2015) Ethnic, gender and class intersections in British women’s leadership experiences. Educational Management Administration & Leadership 44(6):917–935. Google Scholar | SAGE Journals | |
|
Spillane, JP (2006) Distributed Leadership. San Francisco: Jossey-Bass. Google Scholar | |
|
Spillane, JP, Halverson, R, Diamond, J (2004) Towards a theory of leadership practice: A distributed perspective. Journal of Curriculum Studies 36(1):3–34. Google Scholar | ISI | |
|
Winston, M (2014) Raw deal for BME students? The Times Higher Education Supplement THE, February (2139). Google Scholar | |
|
Woods, P (2004) Democratic leadership: Drawing distinctions with distributed leadership. International Journal of Leadership in Education 7(1):3–26. Google Scholar | |
|
Woods, P (2016) Authority, power and distributed leadership. Management in Education 30(4):155–160. Google Scholar | SAGE Journals | |
|
Woods, P, Roberts, A (2016) Distributed leadership and social justice: Images and meanings from across the school landscape. International Journal of Educational Leadership 19(2):138–156. Google Scholar | ISI | |
|
Woods, P, Roberts, A (2018) Collaborative School Leadership: A Critical Guide. London: SAGE. Google Scholar | |
|
Wyatt, M, Silvester, J (2015) Reflections on the labyrinth: Investigating black and minority ethnic leaders’ career experiences. Human Relations 68(8):1243–1269. Google Scholar | SAGE Journals | ISI | |
|
Youngs, H (2017) A critical exploration of collaborative and distributed leadership in HE: Developing an alternative ontology through leadership as practice. Journal of Higher Education Policy and Management 39(2):140–154. Google Scholar |
