Mainstreaming LEADER Delivery of the RDR in Cumbria: An Interpretative Phenomenological Analysis

Convery, Ian; Soane, Ian; Dutson, Tom; Shaw, Helen

doi:10.1111/j.1467-9523.2010.00519.x

Cited by 33 publications

(43 citation statements)

References 26 publications

(37 reference statements)

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“…Capacity building is also decisive for becoming selected for participating in the programme (see Shucksmith 2000). Furthermore, Convery et al . (2010) point to the relevance of the initial situation of a LAG for the development of its governance structures with respect to ‘who’ is involved and ‘why’.…”

Section: Theoretical Contextmentioning

confidence: 99%

Social Networks and Rural Development: LEADER in Romania

2012

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Networking is an inherent part of the European Union (EU) programme Liaison entre actions de développement de l'économie rurale 1 (LEADER): through supporting local partnerships, EU-wide cooperation and information exchange, LEADER aims at strengthening the socioeconomic development of rural regions and improving local governance. Employing Social Network Analysis, we assess how key LEADER features, such as the bottom-up and the participatory approach, are implemented in a new EU Member State. Focusing on the relevance of social networks for LEADER in Romania, we find that the complexity of the programme, weak administrative networks, political influence, and heritage of the socialist era inhibit the smooth introduction of the LEADER instrument. Clearly, founding formal partnerships and better governance remain generally challenging. While bottom-up regional networks can more easily establish social capital, initiatives steered by the communal administration are more competitive in the selection for funding, but tend to neglect participation.

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Section: Theoretical Contextmentioning

confidence: 99%

Social Networks and Rural Development: LEADER in Romania

2012

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“…The study used the Interpretative Phenomenological Analysis (IPA) methodology as it secures and probes the meanings that participants assigned to their experiences (Convery, Soane, Dutson, & Shaw, 2010). The experiences and feelings of the participants were the main subject to be evaluated (Smith, Flowers, & Larkin, 2009).…”

Section: The Problem and Purposementioning

confidence: 99%

Discovering Servant Leader Relations with New Followers in Nonprofit Organizations: Does a Servant Leader Always Serve First?

Ammons¹,

McLaughlin²

2017

OJL

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This study focused on discovering servant leadership in the nonprofit organization (NPO) of the church with a concentration on new follower relations. The investigation was conducted as an Interpretative Phenomenological Analysis (IPA) so as to be able to capture the life experiences and identifications of the servant leaders in the church clergy. Servant leadership theory is a management model and practice for the business community including large organizations, such as Southwest Airlines, to small businesses and to NPOs, including the church. The problem is the lack of clarity on how clear servant leaders in NPOs cultivate relationships with new followers and empower them to develop a caring community while meeting the NPO's needs. The researchers investigated the experiences of servant leaders to receive and develop new follower relations in the NPO of the Christian Protestant church. The research revealed a potential lack of clarity and the need for specific research on new followers focused on the initial concept of servant leadership; the definition of a servant leader is a leader who serves first. The participants in this study were servant leader pastors from Christian churches in the Northern United States. Two research questions were developed to inquire, first, about how the participant's actions were received when they were new followers and secondly, to inquire about the participants' servant leader undertakings toward their new followers. The data were analyzed and superordinate themes were developed based on data provided by the interviews and the derived interlocking information produced. The resulting superordinate theme for research question one was "Commitment to the Growth of People." The superordinate themes for research question two were "Empowering and Developing People" and "Providing Direction." The results from the interviews and double hermeneutic analysis demonstrated that the servant leader participants taught new followers first and then, once the new follower attained a sufficient basic level of knowledge, were served by these servant leaders. Scholars highly regard the historical individual known as Jesus of Nazereth as one of the original servant leaders and his teachings to his disciples as prime examples of servant leadership guidelines. The generalizability of the research relates to any new follower who receives little to no screening in any organization, like the selected group of the NPO of the church, a secular NPO like the United Way, or a standard business which increases its workforce with little screening. The conclusions of this research study added to the extent information on servant leadership theory. This study can serve as a catalyst for future research regarding new followers using servant leadership.

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“…Rural partnerships within the program aim to build up the capacity of voluntary and community organizations which then become active in dealing with local problems; secure "co-finance" for local projects; attract voluntary contributions to the development process; and forge a stronger link between the state and excluded people, especially the unemployed and socially marginalized (e.g. Convery et al 2010;Lošták and Hudečková 2010;Maurel 2008;Furmankiewicz and Slee 2007;ÖIR 2003aÖIR , 2013bMoseley, Cherrett, and Cawley 2001). Independent evaluations of LEADER I, II and LEADER+ suggest that overall the program has been successful in supporting local development initiatives (Metis 2010;ÖIR 2003a;von Meyer et al 1999).…”

Section: Review Of Empirical Literaturementioning

confidence: 99%

Government–Third Sector Relations in European Rural Development: A Critical Perspective

Iliopoulos

Valentinov

Kvartiuk

et al. 2013

Nonprofit Policy Forum

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Rural development has significantly benefited from intensifying relations between the government and third sector organizations (TSOs) during the last several decades. TSOs can induce innovation in rural development in a variety of ways including advocacy, awareness raising, contracting, and direct delivery of public goods. However, there is a growing concern that these partnerships may be prone to inefficiencies due to adverse fundraising incentives. Utilizing Young's (2000) typology in a literature review, this paper illuminates potential causes for mission and goal displacement due to adverse incentives generated by public funding programs. The paper suggests that complementary and supplementary TSOs are generally more likely to suffer from adverse incentives in comparison to adversarial ones. Institutional merging between the TSOs and the state may significantly limit the scope for innovation in rural development.

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Mainstreaming LEADER Delivery of the RDR in Cumbria: An Interpretative Phenomenological Analysis

Cited by 33 publications

References 26 publications

Social Networks and Rural Development: LEADER in Romania

Social Networks and Rural Development: LEADER in Romania

Discovering Servant Leader Relations with New Followers in Nonprofit Organizations: Does a Servant Leader Always Serve First?

Government–Third Sector Relations in European Rural Development: A Critical Perspective

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