Voluntary Sector Review
An international journal of third sector research, policy and practice

Developing voluntary sector leadership through open educational resources: a practice perspective

Authors:
Carol Jacklin-JarvisThe Open University, UK

Search for other papers by Carol Jacklin-Jarvis in
Current site
Google Scholar
Close
,
Siv VangenThe Open University, UK

Search for other papers by Siv Vangen in
Current site
Google Scholar
Close
,
Owain Smolović JonesThe Open University, UK

Search for other papers by Owain Smolović Jones in
Current site
Google Scholar
Close
,
Daniel HaslamThe Open University, UK

Search for other papers by Daniel Haslam in
Current site
Google Scholar
Close
,
Fidèle MutwarasiboThe Open University, UK

Search for other papers by Fidèle Mutwarasibo in
Current site
Google Scholar
Close
,
Helen BrittonThe Open University, UK

Search for other papers by Helen Britton in
Current site
Google Scholar
Close
, and
Kay LoganThe Open University, UK

Search for other papers by Kay Logan in
Current site
Google Scholar
Close
Restricted access
Get eTOC alerts
Rights and permissions Cite this article

This practice paper reflects on the experience of delivering leadership development for the voluntary sector through open-access online learning. We outline key elements of learning design and explore the potential and challenges of widening access to leadership development through this form of learning. We note the importance of aligning the conceptualisation of the leadership approach to learning and the principles of open access. The paper ends by offering insights for leadership development practitioners.

  • Afolayan, G. (2016) Reflexive learning, in S.L. Danver (ed) The SAGE Encyclopaedia of Online Education, Thousand Oaks, CA: SAGE Publications.

    • Search Google Scholar
    • Export Citation
  • Alvesson, M. (2019) Waiting for Godot: eight major problems in the odd field of leadership studies, Leadership, 15(1): 2743. doi: 10.1177/1742715017736707

    • Search Google Scholar
    • Export Citation
  • Argyris, C. and Schön, D. (1974) Theory in Practice: Increasing Professional Effectiveness, San Francisco, CA: Jossey-Bass.

  • Carroll, B. and Smolović Jones, O. (2018) Mapping the aesthetics of leadership development through participant perspectives, Management Learning, 49(2): 187203. doi: 10.1177/1350507617738405

    • Search Google Scholar
    • Export Citation
  • Carroll, B., Levy, L. and Richmond, D. (2008) Leadership as practice: challenging the competency paradigm, Leadership, 4(4): 36379. doi: 10.1177/1742715008095186

    • Search Google Scholar
    • Export Citation
  • Collinson, D. and Smolović Jones, O. (2018) ‘No more heroes’: critical perspectives on leadership romanticism, Organization Studies, 39(11): 162547. doi: 10.1177/0170840617727784

    • Search Google Scholar
    • Export Citation
  • Downes, S. (2007) Models for sustainable open educational resources, Interdisciplinary Journal of Knowledge and Learning Objects, 3: 2944.

    • Search Google Scholar
    • Export Citation
  • Engeström, Y. (2001) Expansive learning at work: toward an activity theoretical reconceptualization, Journal of Education and Work, 14(1): 13356.

    • Search Google Scholar
    • Export Citation
  • Grint, K. (2010) Leadership: A Very Short Introduction, Oxford: Oxford University Press.

  • Huxham, C. and Vangen, S. (2000) Leadership in the shaping and implementation of collaboration agendas: how things happen in a (not quite) joined-up world, Academy of Management Journal, 43(6): 115975.

    • Search Google Scholar
    • Export Citation
  • Hylén, J. (2007) Open educational resources: opportunities and challenges, https://www.oecd.org/education/ceri/37351085.pdf.

  • Jacklin-Jarvis, C. (2015) Collaborating across sector boundaries: a story of tensions and dilemmas, Voluntary Sector Review, 6(3): 285302. doi: 10.1332/204080515X14448338369886

    • Search Google Scholar
    • Export Citation
  • Jacklin-Jarvis, C. and Rees, J. (2021) Fun, lifelong relationships and a safer community: understanding collective leadership practice in a grassroots association, Voluntary Sector Review [early access].

    • Search Google Scholar
    • Export Citation
  • Lane, A. (2017) Open education and the sustainable development goals: making change happen, Journal of Learning for Development, 4(3): 27586. doi: 10.56059/jl4d.v4i3.266

    • Search Google Scholar
    • Export Citation
  • Law, P. and Perryman, L. (2017) How OpenLearn supports a business model for OER, Distance Education, 38(1): 522. doi: 10.1080/01587919.2017.1299558

    • Search Google Scholar
    • Export Citation
  • Paton, R., Mordaunt, J. and Cornforth, C. (2007) Beyond non-profit management education: leadership development in a time of blurred boundaries and distributed learning, Nonprofit and Voluntary Sector Quarterly, 36(4): 148S62S. doi: 10.1177/0899764007305053

    • Search Google Scholar
    • Export Citation
  • Raelin, J.A. (2011) From leadership-as-practice to leaderful practice, Leadership, 7(2): 195211. doi: 10.1177/1742715010394808

  • Raelin, J.A. (ed) (2016a) Leadership-as-Practice: Theory and Application, London: Routledge.

  • Raelin, J.A. (2016b) It’s not about the leaders: it’s about the practice of leadership, Organizational Dynamics, 45(2): 13158.

  • Raelin, J.A. (2020) Toward a methodology for studying leadership-as-practice, Leadership, 16(4): 480508. doi: 10.1177/1742715019882831

    • Search Google Scholar
    • Export Citation
  • Smolović Jones, N., Smolović Jones, O., Winchester, N. and Grint, K. (2016) Putting the discourse to work: on outlining a praxis of democratic leadership development, Management Learning, 47(4): 42442.

    • Search Google Scholar
    • Export Citation
  • Stephenson, R. (2005) How to make open education succeed. Utah: Open Education Conference

  • Terry, V., Rees, J. and Jacklin-Jarvis, C. (2020) The difference leadership makes? Debating and conceptualising leadership in the UK voluntary sector, Voluntary Sector Review, 11(1): 99111. doi: 10.1332/204080519X15634331938320

    • Search Google Scholar
    • Export Citation
  • United Nations (2015) Transforming our world: the 2030 agenda for sustainable development, https://sustainabledevelopment.un.org/content/documents/21252030%20Agenda%20for%20Sustainable%20Development%20web.pdf.

    • Search Google Scholar
    • Export Citation
  • Vangen, S. (2017) Developing practice-oriented theory on collaboration: a paradox lens, Public Administration Review, 77(2): 26372. doi: 10.1111/puar.12683

    • Search Google Scholar
    • Export Citation
  • Vangen, S. and Huxham, C. (2003) Enacting leadership for collaborative advantage: dilemmas of ideology and pragmatism in the activities of partnership managers, British Journal of Management, 14: S61S76. doi: 10.1111/j.1467-8551.2003.00393.x

    • Search Google Scholar
    • Export Citation
Carol Jacklin-JarvisThe Open University, UK

Search for other papers by Carol Jacklin-Jarvis in
Current site
Google Scholar
Close
,
Siv VangenThe Open University, UK

Search for other papers by Siv Vangen in
Current site
Google Scholar
Close
,
Owain Smolović JonesThe Open University, UK

Search for other papers by Owain Smolović Jones in
Current site
Google Scholar
Close
,
Daniel HaslamThe Open University, UK

Search for other papers by Daniel Haslam in
Current site
Google Scholar
Close
,
Fidèle MutwarasiboThe Open University, UK

Search for other papers by Fidèle Mutwarasibo in
Current site
Google Scholar
Close
,
Helen BrittonThe Open University, UK

Search for other papers by Helen Britton in
Current site
Google Scholar
Close
, and
Kay LoganThe Open University, UK

Search for other papers by Kay Logan in
Current site
Google Scholar
Close

Content Metrics

May 2022 onwards Past Year Past 30 Days
Abstract Views 261 261 12
Full Text Views 473 473 85
PDF Downloads 230 230 29

Altmetrics

Dimensions