Abstract
Continuing education (CE) units are a diverse blend of philosophical and pedagogical approaches, personal aptitudes, and professional knowledge and skills. The Continuing Education Leadership Matrix model is presented as a conceptual frame-work for understanding and managing CE practice. The model is useful to leaders and managers working within CE and to those with senior-level oversight of CE units. It differentiates four domains of practice: academic, entrepreneurial, administrative, and adult education. Archetypes are used as a heuristic device for understanding the value and contributions of the respective domains as well as their dysfunctional aspects. Unique competencies and areas of innovation characterize each domain. The model has individual and organizational applications and offers insight into how CE practice can be better integrated and utilized.
Highlights
Institutions of higher learning have largely come to embrace the value of continuing education
It may cause them to become dismissive of other domains of continuing education practice; for example, the accountant who has nothing but scorn for his colleagues who continually run deficits on community service programs would probably be more at home in an accounting firm than in a continuing education unit
By demarcating the domains of continuing education practice and their respective archetypes, the model serves as a foundation to better understand and improve upon the nature of practice
Summary
Institutions of higher learning have largely come to embrace the value of continuing education What they have not adequately understood, is its complexity and, the nature of its practice. Leadership and management of a continuing education organization require some sense of directed activity and a vision toward which that activity is directed This presumes an understanding of the elements of continuing education practice and some concept of how the elements come together to achieve given ends. 230–231) as an essential element of good leadership They pointed to the need for managers at all levels to understand “how the different parts of the organization are interrelated” The CE Leadership Matrix model that is presented in this article offers a framework for understanding the interrelated and integrated nature of the continuing education organization. Revue canadienne de l’éducation permanente universitaire Vol 33, No 1, printemps 2007
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