In education literature there is a distinct lack of scholarly work on issues of leadership other than on functional leadership at lower levels or high level individual activity which dominates existing studies. This empirical research is based on the result of a merger of education providers within the North East of England which resulted in a new collaborative organisational form. A crucial aspiration of the newly merged organisation was to provide an overarching innovative leadership structure to facilitate integrated leadership. The specific focus of the paper is participants of a bespoke post graduate learning intervention with the aim of understanding how the participants make sense of their learning and their role within the wider context of an integrated leadership structure. The application of sensemaking to empirical studies is under-researched and of particular importance to this study. We identify five key defining sensemaking characteristics which assisted student-leaders in making sense of a leadership development intervention and assisted in developing a community of education leaders. The reflective accounts of the student-leaders indicated a combined approach of distributed, shared and collaborative leadership. Whilst the study was conducted in the UK the concepts and ideas are likely to have international application.
Organization Development in HRM: a longitudinal study contrasting evolutionary trends between the UK and USA Organization Development (OD) roles and skills are in demand in practice, yet they receive scant attention in the academic literature. Using the theoretical lens of population ecology, this study examines the evolution of OD, through a forty-year empirical study. The paper extends current thinking by contrasting the research of academic scholars on the evolution of the HRM profession in the UK and USA. It also presents implications of the data for the future, in practice, and as an academic subject.The methodology applied in this longitudinal study identifies growth and content analysis of job advertisements in the relevant trade press. A key finding of the study is, whilst it has achieved legitimacy in UK practice the growth in requirement for OD skills has largely been ignored by scholars. In its current evolutionary phase, the UK form of the profession has been in a stable state, however a small number of HRM scholarly descriptions of 'new HRM' indicate that a further evolution in form has commenced.We argue that the most successful trajectory for evolving professional forms of HRM is through a convergence of HRM, OD and HRD and that UK scholars need to recognise the presence of OD in HRM.Keywords: OD, HRM, HRD, HR, population ecology Organization development (OD) is the Cinderella of the Human Resources Management (HRM) subject field. Many scholars writing about HRM and its origins refer to the nature of roles, the perception of its value, the future of the profession and / or the evolutionary changes that have taken place (e.g, Bach, 2005;Becker & Huselid, 2006;Boxall, 1993;Guest, 1987;Hendry & Pettigrew, 1990;Legge, 1978; Legge,2005;Ruona & Gibson, 2004;Storey, 1992; Strauss, 2001; Tyson & Fell, 1986; Ulrich & Brockbank, 2005). However, amongst mainstream UK HRM scholars, there is little in the way of acknowledgement of, or explanation for, the apparent underlying growth in the need for OD skills within the HRM profession. Marsh et al. (2009) summarise the criticisms that have been levelled, by academics, at OD, it is: based on unitarist and managerialist perspectives, is an introspective discipline, overly evangelistic, altruistic in nature, not related to the performance of the host organisation, overly process oriented, not sufficiently focused on quantitative outcomes, it is a marginalised function, there is confusion on its values and there is no integration of theories or models.The contribution of this paper is a framework that explains the development and trajectory of OD within the HRM profession in the UK and compares this with the situation in the USA. The backdrop for the evolution of OD and HRM must be placed within the context of the Anglo-American form of over the past forty years is the inexorable increase in complexity organisations face due to internal and external pressures: global capitalism where unpredictable socio, -political /and economic factorsevents, globalisation, techn...
Purpose -The purpose of this paper is to develop a research agenda to underpin leadership development activity in the social housing sector, in the light of an identified need for effective leadership in this sector owing to the continual reform and changes it faces. Design/methodology/approach -A literature review is conducted by searching a number of business and management, along with social sciences, databases and texts with the primary focus being leadership and management in social housing. Secondary focus is based around public sector organisations and agencies such as the police and education owing to lack of research in social housing. Findings -There is a pressing need for leadership development in social housing, yet there is a limited evidence base from which to develop effective development interventions. The most relevant models of leadership appear to be those which focus on inter-organisational and cross-sector collaboration, but further research is required to develop a clearer picture of the nature of the leadership challenge within this sector.Research limitations/implications -The paper is only seen as a first stage as it attempts to draw from what has been already published. The paper develops the own research agenda for a second phase of empirical research in order to continue the debate further. Originality/value -The paper adds to the discussion and debate around leadership in general but more crucially brings to the surface a number of questions not posed previously that involve the starting-point for detailed empirical research. Relevant case examples exist within the National Health Service and education, but social housing has remained immune from this up until now.
The roles universities are seen to play have changed significantly over the last twenty-five years. The concept of higher education has, and, continues to morph from a distanced, unengaged ivory tower to a highly engaged community-based concept. Yet there is little in the literature about how universities viewed as 'anchor institutions' support organisations. Further, there is an omission of specific detail about the impact of universities on SMEs; they are mentioned but only in broader terms. This empirical study is based on the results of a leadership and business development intervention for fifty UK SMEs. The intervention was facilitated and delivered by a North East University we recognise to be an 'anchor institution'. The study is longitudinal and embeds innovative composite measurement within a value creation framework with a specific focus on identifying how a North East anchored institution creates impact and value for SME owner-managers. Findings include leadership salience to SME owner-managers, increases in SME turnover, and significant gross value added. This study contributes to understanding about what the role of a university, as an anchor institution, is in terms of role, SME impact and value creation, with potential for international application.
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