Chaos and Reordering

Newswander, Chad B.

doi:10.2753/atp1084-1806340403

Cited by 8 publications

(5 citation statements)

References 36 publications

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“…For instance, developing the capacity for perspective taking might also be described as sense making (Whittle et al , 2015). This capacity for leadership to make sense, or take perspective, of difficult and threatening situations emerges as a crucial leadership skill in a VUCA context (Newswander, 2012). Another dimension of perspective taking by leadership relates not only to organizational threats and challenges, but also the threats and challenges faced by those within the organization due to either personal or work-life stress (Kanov et al , 2004).…”

Section: Discussionmentioning

confidence: 99%

Global leaders’ perceptions of elements required for effective leadership development in the twenty-first century

Elkington

Pearse

Moss

et al. 2017

LODJ

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Purpose The purpose of this paper is to develop a clear answer to the question “how is leadership developed?” This research utilized the knowledge of leadership development experts and their collective expertise to identify the critical elements required for a high-quality leadership development program. Design/methodology/approach The Lockean Inquiring System approach to the Delphi technique was used to solicit the views of experts in leadership and leadership development from around the world. Experts for Round 1 of the Delphi were drawn from a random sampling of 100 people, comprising leadership researchers, coaches, and organizational leaders, not personally known to the lead researcher of this project, but in his LinkedIn network. A response rate of 13 percent (n=13) yielded a rich range of qualitative data. Responses from the first round of the Delphi were analyzed using open coding and categorized into four themes, representing four sets of competencies required of leaders. Findings The four themes were labeled as contextual, human capital, social capital, and structural capital, all of which were seen by participants as being central to the development of collective leadership. Based on these themes, this paper identifies a useful list of key leadership development tactics from which those wishing to develop a leadership program can work. Research limitations/implications As the first round of a Delphi study, the authors are limited to presenting only the key elementary empirical judgments. Subsequent study with an expanded sample size and a refined set of questions rooted in the current data will contribute further to the development of factual propositions related to leadership development for the twenty-first century. The Delphi survey is a “snapshot” approach and presents a holographic-type image of the complex whole. The authors plan to triangulate the data by significantly expanding the pool of Delphi experts and conducting the Round 1 survey a second time with a larger international group of respondents that fit the criteria of expert. Practical implications This paper presents four dimensions of an effective leadership development strategy. Originality/value Core elements of the best methods for leadership development have been identified by leadership development experts, which serve as a basis for developing leadership as a collective, and for further research.

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Section: Discussionmentioning

confidence: 99%

Global leaders’ perceptions of elements required for effective leadership development in the twenty-first century

Elkington

Pearse

Moss

et al. 2017

LODJ

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“…When there is a crisis for organizational management, the priority is to maintain and/or re-establish order of some kind for business continuity and survival. How they do this has been of some concern to a number of scholars (Boin and Van Eeten, 2013;Hallgren et al, 2018;Jo et al, 2021;Newswander, 2012). We argue, though, that order is never fixed, it is never complete.…”

Section: Resilience In the Vortex Of A Crisis 1747mentioning

confidence: 74%

“…, 2018; Jo et al. , 2021; Newswander, 2012). We argue, though, that order is never fixed, it is never complete.…”

Section: Actor Network Theory and The Model Of Loss And Recoverymentioning

confidence: 99%

Making sense of a mess: “doing” resilience in the vortex of a crisis

Aitken-Fox

Coffey

Dayaram

et al. 2022

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PurposeThe purpose of the paper is to investigate how human resource professionals (HRPs), in a variety of organizations, responded to the crisis brought about by the event of COVID-19. In particular, it aims to show how organizations, across all sectors, in Western Australia responded with urgency and flexibility to the crisis and showed “resilience in practice”.Design/methodology/approachThe study is based on 136 questionnaire responses, 32 interviews and 25 managerial narratives. The mixed qualitative methodology was designed to enable an investigation of the impact of COVID-19 and the response of HRPs.FindingsHRPs have responded with agility and flexibility to the impact of COVID-19. They have done so through extensive trial and error, sometimes succeeding, sometimes failing. They have not simply activated a preconceived continuity plan.Research limitations/implicationsThe research indicates that resilience is an ongoing accomplishment of organizations and the people in them. The objective was description rather than prescription, and the research does not offer solutions to future pandemic-like situations.Practical implicationsThe research suggests that, given the impact of COVID-19 on organizations, HR practices, processes and policies will need to be thoroughly reconsidered for relevance in the post-COVID world. Possible future directions are highlighted.Originality/valueThe research considers the actions of HRPs as they responded to a global crisis as the crisis unfolded.

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“…In particular, the rationality that security agencies have helped build over the past century to manage threats often emerges during crises or “problematic events” that alter the status quo (Collier, Lakoff, & Rabinow, 2004; Rabinow, 2003). Feedback loops are energized as problematic events create the necessary space for actors to create change (Newswander, in press). These interruptions provide a momentary break in time in which new discursive spaces open.…”

Section: Framework Of Power and Politicsmentioning

confidence: 99%

“…According to Cook (1996), these constitutive acts enable administration to assist in the formation and reformation of key democratic and administrators discourse. The constitution of power and politics results from the dynamic interplay of multiple actors and events coming together to solidify meaning and knowledge (Newswander, in press) In this sense, agencies and administrators can become important actors, which facilitate the recodification of power relationships.…”

Section: The Administration Of Power and Politicsmentioning

confidence: 99%

Foucauldian Power and Schmittian Politics

Newswander

2011

Administration & Society

Self Cite

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A political pattern of power focused on defining enemies of the state permits administrative agencies to be grounded in framework that allows them to create meaning. In an effort to better understand how agencies act as political players in a web of power relationships, this article suggests a framework based jointly on Foucault's concept of power and Schmitt's understanding of the political. Although these models may at first appear to be incompatible, Foucault and Schmitt's ideas on power and politics are in fact complementary, and together can enrich an understanding of how administration is deeply constitutive.

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Chaos and Reordering

Cited by 8 publications

References 36 publications

Global leaders’ perceptions of elements required for effective leadership development in the twenty-first century

Global leaders’ perceptions of elements required for effective leadership development in the twenty-first century

Making sense of a mess: “doing” resilience in the vortex of a crisis

Foucauldian Power and Schmittian Politics

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