Distributed Leadership Theory in Creating Capabilities and Learning Outcomes in Higher Education: An Analysis of Online Leadership
Online leadership of higher education institutions (HEIs) is conducted on Twitter. By highlighting the existing patterns of interactions, distributed leadership (DL) is not only eminent in its simplest form, but collegiality and autonomy can readily be realized. New knowledge, based on the tweets and collegial online interactions from the 14,183 tweets sent by the HEIs in the US, UK, Canada, and South Korea, not only promotes the HEIs' unique online persona, but captures the very essence of leadership under investigation. Distinct leadership styles are separated into any one of the twenty-one administrative activities, which I constructed. Further, the learning opportunities and outcomes, associated with either managerial and non-managerial functions, culminate as the distinguishing features of online leadership. Contextual analysis has been applied to navigate the open conversations and the interactions taking place to categorize and measure the impact of the leadership in the ongoing practice of DL as a demonstrative theory. Long-term instruction in all its administrative roles is favored as the means for providing a new form of education—tweet by tweet. How the learning objectives are being advanced in the tweets themselves governs not only the resulting leadership style, but predicts the learning process in HE.