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This case study describes the significant impact of the research discussed on the debate about the design and delivery of leadership development programmes both nationally and internationally. In particular the work described has informed the rethinking of the nature of the content of leadership programmes and has contributed towards the emergence of an alternative consensus about the nature of the development of school leaders. Although hard to measure, the subsequent impact on attitudes and behaviours of school leaders can be traced back to the research. Increased international debate about effective leadership can be demonstrated through the demand for translations of the research into other languages.
Impacts highlighted in this case study derive from research into the leadership of collaboration in, between and among educational organisations. This has resulted in a range of outputs and processes which have had an impact on how leaders and practitioners work in partnership; design joint professional development programmes; and evaluate and sustain collaborative working. The research has also influenced the development of collaborative improvement programmes in local authorities and national government agencies. This had led to impacts on the leaders of collaborative improvement initiatives, including the development of school-to-school networks, with a specific focus on evaluating the impact of their work.
The Leading Enterprise and Development (LEAD®) programme has supported skills development by over 3,000 small-and-medium sized enterprise (SME) owners, creating over 10,000 jobs. Four franchises now operate: LEAD North West, South West, London and Wales. Developed by the Institute for Entrepreneurship and Enterprise Development (IEED), LEAD's syllabus includes action learning, coaching, shadowing, exchanges and reflection. LEAD has featured on BBC TV and Radio 4, and cited in the House of Lords Select Committee SME Exports report. The research insights and impact of LEAD informed a successful £32 million Regional Growth Fund bid to support business growth in 20 UK cities.
Research at the University of Exeter Business School (UoEBS) has embedded low carbon practice into the procurement policies and supply chains of several Cornish private and public sector organisations — including police and health authorities, education and council institutions. Through the Clear About Carbon (CAC) project, innovative methods to nurture leadership qualities which advance sustainable practice locally have led to those models being replicated both nationally and Europe-wide as part of the global drive to meet emissions targets. The research has contributed to sustainability initiatives led by the Department of Health and Defra, and boosted economic competitiveness of participating organisations.
Rob Goffee and his co-author Gareth Jones have examined the foundations of great leadership in a series of articles and a very well received book. Their research shows that the key characteristic that distinguishes great leaders is that they are authentic. The work has influenced leading organizations across the world, as they define their key leadership competencies, and training organizations that base their leadership development around the findings of this research.
Improving the quality of school leadership has been a key priority for both New Labour and Coalition education policy (see for example `The Importance of Teaching' White paper) since 1997. This led to the establishment of the National College for School Leadership (NC) in 2000. Between 2004 and 2009 the NC commissioned six external evaluations of its programmes from Sheffield Hallam University (total value: £276k). The studies have impacted on the range and quality of the College's provision and hence have on the quality of leadership in schools by enabling the NC to:
Research by Professor Richard Thorpe from 2003 to 2010 at Leeds University Business School (LUBS) on management learning and leadership in small and medium-sized enterprises (SMEs) has impacted three groups: (i) business education providers (universities, colleges and training organisations), who have used the research to improve the training and education they provide for SMEs; (ii) SME owner-mangers, who have been exposed to the research when attending business programmes, which has enabled them to build on their entrepreneurial behaviour and improve their strategic planning; (iii) government, regional and sector policymakers, who have used the research in policies designed to generate growth in SMEs.
The Transforming Learning Cultures in Further Education (TLC) project, which UWE researchers led the design of and played a key role in undertaking, informed policy debates on a range of issues including the quality of teaching and learning in Further Education (FE) settings. Several FE sector teacher training programmes (e.g. Cardiff University) have changed aspects of their content as a consequence of this research, for example to help trainees better understand and develop a positive learning culture in their classrooms. This benefits the trainee teachers and, as a consequence, the learning outcomes for the students they work with. Processes to enhance the practice of established teachers in FE have been implemented as a consequence of this research, for example, City of Bristol College's peer mentoring scheme improves the skills of lecturing staff and outcomes for learners. The project also produced a book that has been widely adopted by FE managers and tutors to help them better understand and enhance the learning context in contemporary college and adult education environments, resulting in more effective teaching and learning. On a wider level the research findings have influenced national policy debates on issues around the funding, practice, and management of teaching and learning activities across the post-compulsory education sector, particularly in further education.
1.1Through the development of national Research Development Fellowships (RDFs) and the national Exploratory Research programme, SUNCETT has worked in collaboration with policy professionals from the Learning and Skills Improvement Service (LSIS), (now the Education and Training Foundation, ETF) to contribute to changes to public service practices and policy guidelines for the sector. Through the same work, SUNCETT has improved standards of teaching, learning and practitioner research across the sector using a model for educational improvement, originally applied in schools by Fielding et al (2005),described as `Joint Practice Development' (JPD). Through JDP, SUNCETT has enabled policy professionals and practitioners to incrementally improve practice across the FAVE sector in research-informed, realistic and sustainable ways. These applications of JPD have been led nationally by SUNCETT and the improvements in practice achieved as a result of this approach have been recognised externally in the form of the LSIS Legacy Report (2013) (Source 1), in various OFSTED inspection reports (Source 2) and by the British Education Research Association in, Why Educational Research Matters (BERA, 2013) (Source 3).
A sustained and substantial research programme on teacher's lives and careers has influenced policy development, informed communities of practice and shaped leadership training materials and programmes. The work provides new insights into the complexity of teacher development which has been taken up widely around the world and used extensively by government policy makers and school leaders in the assessment of professional competencies and targeting of support to improve performance and enhance retention in the profession.