Deeper co-leadership emerges when staff support lets partners progressively take on responsibility, but recedes when staff carry the process¶
Claim · All claims
Evidence · 1 study (2 entries) · qualitativer2·q2
Currency · newest study 2026 · checked against its sources 2026-10-15 (automated, 2 of 2 entries) · not reviewed by a person
Subclaims¶
Reading the evidence codes
q is the design tier, i the impact, n the sample, and the kind with its r
the rigour judged within that kind: what each code means.
This claim: no standardized effect is recorded in observations/ for it yet, so no benchmark reading is possible.
q2 i? Deeper co-leadership was more evident when staff support enabled partners to progressively take on responsibility for inquiry, facilitation, interpretation, and decision-making. → Latia P. White 2026
q2 i? Where staff carried more of the process, the work could continue, but shared ownership and co-leadership were less evident. → Latia P. White 2026 (2)
Evidence¶
Latia P. White 2026¶
Latia P. White, Ed. D. (2026). Beyond Participation: The Capacities That Shape Engagement in Collaborative Innovation. Digital Promise, Center for Learner Pathway Innovations. https://digitalpromise.dspacedirect.org/items/e933ec0e-f153-4046-842b-61b696b00ba2 doi:10.51388/20.500.12265/315
q2 · i? · qualitative · r2
Cross-project qualitative finding from staff reflections on Collaborative Innovation projects. The analysis found "Deeper co-leadership was more evident" when scaffolding enabled progressive partner responsibility; no effect sizes are reported.
"Deeper co-leadership was more evident when staff support enabled partners to progressively take on responsibility for inquiry, facilitation, interpretation, and decision-making."
Latia P. White 2026 (2)¶
Latia P. White, Ed. D. (2026). Beyond Participation: The Capacities That Shape Engagement in Collaborative Innovation. Digital Promise, Center for Learner Pathway Innovations. https://digitalpromise.dspacedirect.org/items/e933ec0e-f153-4046-842b-61b696b00ba2
q2 · i? · qualitative · r2
Contrast finding from the same reflection analysis: when staff assumed too much responsibility for facilitation, data activities, or project management, partners had fewer opportunities to practice skills and take up shared ownership.
"Where staff carried more of the process, the work could continue, but shared ownership and co-leadership were less evident."
Discussion¶
Learner Variables¶
- Social Awareness and Relationship Skills — outcome: instruction changes it
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Page metadata
| Field | Value |
|---|---|
type |
claim |
id |
calibrated-support-co-leadership |
title |
Deeper co-leadership emerges when staff support lets partners progressively take on responsibility, but recedes when staff carry the process |
description |
Deeper co-leadership emerges when staff support lets partners progressively take on responsibility, but recedes when staff carry the process |
status |
review |
evidence_strength |
moderate |
newest_evidence |
2026 |
source_checked |
2026-10-15 |
generated |
by process:wiki-ingest on 2026-10-09 |
trust |
unverified — no one has confirmed this page's content |
sources |
2 — latia-p-white-2026, latia-p-white-2026-2 |
Frontmatter is the page's machine-readable record — see the Schema & Guide.