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The Virtual CSU: A Leadership Model for Universities Transitioning to Online, Open, and Distance Delivery

The Virtual CSU: A Leadership Model for Universities Transitioning to Online, Open, and Distance Delivery

Stephen Marshall, Jonathan Flutey
Copyright: © 2018 |Pages: 21
ISBN13: 9781522526452|ISBN10: 1522526455|EISBN13: 9781522526469
DOI: 10.4018/978-1-5225-2645-2.ch003
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MLA

Marshall, Stephen, and Jonathan Flutey. "The Virtual CSU: A Leadership Model for Universities Transitioning to Online, Open, and Distance Delivery." Administrative Leadership in Open and Distance Learning Programs, edited by Koksal Buyuk, et al., IGI Global, 2018, pp. 63-83. https://doi.org/10.4018/978-1-5225-2645-2.ch003

APA

Marshall, S. & Flutey, J. (2018). The Virtual CSU: A Leadership Model for Universities Transitioning to Online, Open, and Distance Delivery. In K. Buyuk, S. Kocdar, & A. Bozkurt (Eds.), Administrative Leadership in Open and Distance Learning Programs (pp. 63-83). IGI Global. https://doi.org/10.4018/978-1-5225-2645-2.ch003

Chicago

Marshall, Stephen, and Jonathan Flutey. "The Virtual CSU: A Leadership Model for Universities Transitioning to Online, Open, and Distance Delivery." In Administrative Leadership in Open and Distance Learning Programs, edited by Koksal Buyuk, Serpil Kocdar, and Aras Bozkurt, 63-83. Hershey, PA: IGI Global, 2018. https://doi.org/10.4018/978-1-5225-2645-2.ch003

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Abstract

The Virtual CSU is a model of distributed leadership and team-based consultancy and support which has been implemented at Victoria University of Wellington over the last four years as part of an overall plan transitioning to greater use of online, open and distance provision of higher education. The model uses ideas drawn from industry to create flexible virtual teams that act as internal consulting teams. The resulting teams combine professional and academic staff from a variety of internal units into a semi-formal group focused on specific university projects, operational needs or strategic challenges in a way that avoids the costs of formal restructuring and that provides a mechanism for professional development and facilitation of wider changes in the capability of the university.

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