Co-operative Leadership and Higher Education: four case studies

Mike Neary, Katia Valenzuela Fuentes and I presented the following paper at The Co-operative Education and Research Conference, 5-6 April 2017, Manchester. A link to download the paper is below the abstract. It is the first report from our Co-operative Leadership for Higher Education project, funded by the Leadership Foundation for Higher Education.

This paper reports on recent research into co-operative leadership which aims to support co-operative higher education; where co-operative education is understood as the connection between the co-operative movement and co-operative learning (Breeze 2011). The research was carried out in three co-operatives: a co-operative school, a co-operative university, a workers’ co-operative, and an employee owned retail business. The research is framed within a set of catalytic principles established in previous research (Neary and Winn 2016): knowledge, democracy, bureaucracy, livelihood and solidarity. The results have been developed as a diagnostic tool for academics, other staff and students in higher education institutions to assess the extent to which they are already operating in co-operative manner and how these co-operative practices might be further developed. The ultimate aim of these activities is to establish a cooperative university. The research is funded by the Leadership Foundation for Higher Education.

Download the paper.

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