Role of Communities of Practice in Technology Leadership Development

This chapter examines the critical role of communities of practice in developing technology leadership capabilities within higher education. Drawing from participant interviews, institutional case studies, and the authors’ direct experiences, we analyze how formal and informal communities shape professional development and organizational innovation. We present detailed examples of successful communities of practice ranging from institutional programs like Dartmouth LEADS and Harvard’s ABCD Committee to cross-institutional collaboratives including the Ivy+ Classroom and Learning Space Technologies (CLST) group and the HAIL Storm network. Our analysis reveals that effective communities of practice share three essential elements: a clearly defined domain of knowledge, an established community of engaged participants, and commitment to evolving shared practices. Key success factors include appropriate group size balancing intimacy with inclusivity, sustainable leadership structures, institutional support for participation, and adaptable meeting formats. The research demonstrates that communities of practice provide critical benefits including peer learning opportunities, professional network development, benchmarking capabilities, and collaborative problem-solving resources – particularly valuable during periods of technological disruption like the emergence of generative AI. For technology leaders, strategic engagement with communities of practice offers pathways for personal development, team enhancement, and organizational advancement. The chapter concludes with practical recommendations for identifying, participating in, and fostering communities of practice as essential leadership development tools in rapidly evolving technological landscapes.