<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Pat O’Connor</style></author><author><style face="normal" font="default" size="100%">Patricia Y Martin</style></author><author><style face="normal" font="default" size="100%">Teresa Carvalho</style></author><author><style face="normal" font="default" size="100%">Clare O’ Hagan</style></author><author><style face="normal" font="default" size="100%">Liria Veronesi and Ornella Mich</style></author><author><style face="normal" font="default" size="100%">Gulsun Saglamer</style></author><author><style face="normal" font="default" size="100%">Mine G Tan</style></author><author><style face="normal" font="default" size="100%">Hulya Caglayan</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Leadership practices by senior position holders in Higher Educational Research Institutes: Stealth power in action?</style></title><secondary-title><style face="normal" font="default" size="100%">Leadership</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">agenda control</style></keyword><keyword><style  face="normal" font="default" size="100%">centralised power</style></keyword><keyword><style  face="normal" font="default" size="100%">Higher Education Research Institutes</style></keyword><keyword><style  face="normal" font="default" size="100%">in-group loyalty</style></keyword><keyword><style  face="normal" font="default" size="100%">interviews</style></keyword><keyword><style  face="normal" font="default" size="100%">invisibility of gendered power</style></keyword><keyword><style  face="normal" font="default" size="100%">Leadership practices</style></keyword><keyword><style  face="normal" font="default" size="100%">rhetorical collegiality</style></keyword><keyword><style  face="normal" font="default" size="100%">senior position holders</style></keyword><keyword><style  face="normal" font="default" size="100%">stealth power</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://journals.sagepub.com/doi/10.1177/1742715019853200</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">0(0)</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">&lt;p&gt;Using the concept of stealth power and a critical realist perspective, this article identifies leadership&lt;br /&gt;
practices that obscure the centralisation of power, drawing on data from interviews with&lt;br /&gt;
25 academic decision-makers in formal leadership positions in HERIs in Ireland, Italy and Turkey.&lt;br /&gt;
Its key contribution is the innovative operationalisation of stealth power and the inductive identification&lt;br /&gt;
of four practices which obscure that centralised power, i.e. rhetorical collegiality, agenda&lt;br /&gt;
control, in-group loyalty and (at a deeper level) the invisibility of gendered power. The purpose of&lt;br /&gt;
the article is emancipatory: by creating an awareness of these leadership practices, it challenges&lt;br /&gt;
their persistence.&lt;/p&gt;
</style></abstract><section><style face="normal" font="default" size="100%">1-22</style></section></record></records></xml>