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Jones, S., & Harvey, M. (2017). A Distributed Leadership Change Process Model for Higher Education. Journal of Higher Education Policy and Management, 39, 126-139.
https://doi.org/10.1080/1360080x.2017.1276661

has been cited by the following article:

• TITLE: Invisible Leadership in Higher Education: Rethinking Power, Purpose, and Progress

  AUTHORS: Viktor Wang

  KEYWORDS: Invisible Leadership, Higher Education, Distributed Leadership, Organizational Change, Critical Leadership Studies, Gatekeeping in Academia

  JOURNAL NAME: Open Journal of Leadership, Vol.14 No.3, July 31, 2025

  ABSTRACT: This article examines the often-overlooked phenomenon of “invisible leadership” in higher education—where faculty and staff lead innovation and advance institutional goals without formal authority or recognition. Using distributed leadership and organizational change theories, it critiques risk-averse administrators who hinder progress through inaction or performative leadership. Through case studies and analysis, the article explores the emotional toll of unsupported innovation and the exclusion of marginalized voices. It offers practical recommendations to empower faculty, streamline decision-making, and align institutional structures with mission-driven values—calling for greater recognition of invisible leadership to build inclusive, agile institutions.