Introduction

This introduction presents an overview of the key concepts discussed in the subsequent chapters of this book. The book discusses the case for distributed and inclusive leadership that is contingent on the context of the organisation and creates relationships with followers. It describes structural and technical change projects into ways that leaders can and do enable behavioural and attitudinal change amongst people in organisations, promoting co-creation and collective learning, as part of their leadership of change. The book explores the development of scholarship practices amongst educators teaching higher education courses in college-based settings. It presents a multi-institutional project in the United Kingdom, informed by the work of Boyer from the United States. The book explores the needs of particular role holders in the educational enterprise. It demonstrates critical reflective practice in the leadership of educational change, linking their work to established paradigms and models of change and to higher education leadership.