ABSTRACT
Despite playing a critical role in universities grappling with change, practitioners working in the field of academic staff development often struggle with legitimacy. Being a relatively young field in higher education, the challenges faced by these actors are largely un-theorized and under-researched. This chapter explores how academic staff development practitioners at eight universities seek (and gain) legitimacy amongst disciplinary academic peers. Drawing on LCT concepts of ‘autonomy codes’, it analyses practices in terms of the fields from which they come and the purpose to which they are directed. Data include publications by academic developers and interviews with academic developers, academics and senior managers of the eight institutions. The chapter demonstrates how academic developers often struggle to gain legitimacy as they occupy a liminal position between academic or administrative positions in relation to the disciplinary experts they work with. Furthermore, it demonstrates that the most successful academic development work occurs when disciplinary staff view academic development as enabling them to become better teachers. The chapter reveals how legitimacy may be more successfully enabled in the field of academic staff development.
