Leading in Context: A Model for Leaders in Continuing Education.

Leaders are usually chosen for their expertise and not necessarily for their leadership skills. Accountable for many tasks they may not have encountered previously in a professional setting, leaders in continuing education often find themselves in need of continuing education in order to be effective leaders. Research has demonstrated that leaders need to account for the different contexts in which they find themselves. Continuing education offers a diversity of contexts from non-certificated community assistance to postgraduate awards. Leaders in continuing education therefore need to understand how to adapt the model of contextual leadership to any of these contexts. This paper uses recent research into contextual leadership to draw a parallel between the model and the situation of leaders in continuing education. It argues that leaders in continuing education need to understand how to adjust their approach to leadership as the setting evolves. The argument is consistent with the findings that purposive preparation is crucial for leaders to develop the diversity of skills required and the flexibility to adapt to changing circumstances.