The new competencies of leadership

Scholtes, Peter R.

doi:10.1080/0954412997721

Cited by 18 publications

(20 citation statements)

References 2 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Good management practices need to be based on (i) foundations of reliable theory, (ii) thinking which can be applied in many and varied situations, (iii) approaches which can be clearly applied in practice, and (iv) continuous learning and improvement. We advocate that conservation managers focus on developing their capability across Deming's four areas of competence [5,18].…”

Section: Methods For More Effective Management: Theory and Practicementioning

confidence: 99%

“…It is a mindset change from what do we "think" is happening to what do we "know" is happening. However an understanding of systems is only one aspect of importance; it must be linked to the following three other areas of capability [5,18].…”

Section: Principlementioning

confidence: 99%

“…A number of well-informed commentators have suggested that the dominant management mind-set observed in biodiversity management is one which follows a command-andcontrol philosophy [1][2][3]. Command-and-control management is characterised by top-down management hierarchies, functional specialism in teams, decisions made by managers rather than people doing the work, measurement by output (often against targets), and "management by results" (a focus on managing people and budgets) [2,[4][5][6].…”

Section: Introductionmentioning

confidence: 99%

“…A number of reviews of the conservation literature and the history of conservation successes and failures have identified common shortfalls of a "command-and-control" approach to conservation [1][2][3]. One reason for the continued widespread use of command-and-control management is that it is the common default mind-set observed in many different industrial, commercial, and public sectors [4][5][6], largely driven by underlying educational or governmental norms of thinking. This mind-set is therefore readily absorbed by managers, and those working in conservation are no exception [2,4].…”

Section: Introductionmentioning

confidence: 99%

“…Conservation is a sector that lacks maturity in its experience of leadership and management thinking [2,13,16]; however the prevailing jumbled view of "good management practice" is not a peculiarly conservation-related phenomenon. Within management literature as a whole, the accumulated knowledge of what works and what does not is itself confused by "trends" and "fads" [5,6,17]. This confusion presents a problem since the temptation is to copy what appears to work (or at least what is purported to work) in more "managementsavvy" sectors.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Using Better Management Thinking to Improve Conservation Effectiveness

2013

View full text Add to dashboard Cite

The current paradigm for effective management in biodiversity conservation programmes is dominated by three broad streams of thinking: (i) traditional "command-and-control" approaches which are commonly observed in, but are not exclusive to, bureaucratic government-administered conservation, (ii) more recent notions of "adaptive management, " and (iii) emerging "good practice" management frameworks for conservation. Other variations on these themes suggested by the literature tend to endorse additions or enhancement to one or more of these approaches. We argue that instead a more fundamental alternative approach to conservation management is required, based on "systems thinking. " The systems thinking approach should encompass (i) an understanding of natural systems, (ii) a sense of how human behaviour is influenced, (iii) an understanding of how knowledge should inform decision-making and problem solving, and (iv) an approach based on an understanding of variation in natural systems. Our argument is that the current paradigms of conservation management fail to address these four fundamentals and therefore do not represent the most effective way to manage conservation programmes. We suggest that the challenge for the conservation community is so great that conservation managers should seriously consider better ways of designing and managing programmes, setting goals, making decisions, and encouraging learning and improvement.

show abstract

Section: Methods For More Effective Management: Theory and Practicementioning

confidence: 99%

Section: Principlementioning

confidence: 99%