Change in a culture of collegiality and consensus-seeking: a double-edged sword

Research output: Contribution to journalArticle


The study aims to move beyond idealised and predominantly trait-based typologies of leadership and leadership roles and addresses collegial leaders’ practice of change in higher education. Collegial leaders at two research-intensive higher education institutions, who had received educational leadership training, were studied. In the study, we explored ordinary actions and change practices as a way of understanding emerging practices among collegial leaders. Five categories were identified that show how collegial leaders experience change, process change and organise the practice of change. The article also contributes a critical discussion on the notions of collegiality in a consensus-seeking context, which may be relevant for academic developers, policy makers, and researchers alike.


External organisations
  • Karolinska Institutet
  • Stockholm University
Research areas and keywords

Subject classification (UKÄ) – MANDATORY

  • Sociology (excluding Social Work, Social Psychology and Social Anthropology)


  • Academic development, leadership, professional development
Original languageEnglish
JournalHigher Education Research and Development
Publication statusE-pub ahead of print - 2019 Apr 15
Publication categoryResearch