What makes for a good approach to leadership development in vocational education and training (VET)? This paper evaluates the existing leadership development program at the Canberra Institute of Technology. Participants in the program felt that it was useful and that they could articulate what the institute wanted its leaders to do, but did not identify themselves as responsible for this. The author suggests that there is a need for clearer articulation of the roles and expectations of leaders. This paper was developed by a novice researcher in the community of practice program and was funded as part of NCVER's building researcher capacity initiative.
NCVER