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Leadership Learning: Building On Grounded Theory To Explore The Role Of Critical Reflection In Leadership Learning, George K. Kriflik, Lynda S. Kriflik
Leadership Learning: Building On Grounded Theory To Explore The Role Of Critical Reflection In Leadership Learning, George K. Kriflik, Lynda S. Kriflik
Faculty of Commerce - Papers (Archive)
A study of eight senior managers from different organisations has combined Critical Theory and Grounded Theory approaches. This study builds on the findings of a previous substantive study (Kriflik 2002) which identified the most successful leadership strategies, as perceived by participants. The most successful strategies are those in which leaders focussed on their own behaviours, attitudes and actions. Building on these findings this study explores leadership competencies and the mechanisms which enhance, or enable, leaders’ ability to learn such competencies. Interviews were conducted and transcribed, then analysed, and became the basis for the choice of subsequent participants. The study identified …
Impact Of Efqm Excellence Model On Leadership In German And Uk Organisations, Grace Mccarthy, R. Greatbanks
Impact Of Efqm Excellence Model On Leadership In German And Uk Organisations, Grace Mccarthy, R. Greatbanks
Sydney Business School - Papers
Purpose of this paper: The research aimed to discover whether there were differences in leadership practices and perceptions of good leadership practice between German and UK organisations. Design/methodology/approach: A survey based on analysis of self-assessment documents submitted for the European Quality Award or its equivalents in Germany and the UK was distributed to 300 organisations in Germany and the UK. A response rate of 20% was achieved. The survey was also distributed to 20 assessors. Findings: There were more differences in perceptions of good practice between German organisations recognised for excellence and German organisations not using the Excellence Model than …
Why Developing Trusting As Well As Trust Is A Leadership Priority, Deborah A. Blackman, Terence J. Froggatt
Why Developing Trusting As Well As Trust Is A Leadership Priority, Deborah A. Blackman, Terence J. Froggatt
Faculty of Health and Behavioural Sciences - Papers (Archive)
The paper considers the relationship between leadership, trust and trusting. The examples given look at their role in developing and supporting the learning processes needed for knowledge development. Two qualitative research projects are analysed considering how leadership, trust, learning and knowledge are affecting each other. The importance of trust was clarified but, more importantly, the notion of trusting as a differentiated set of behaviours was identified. The paper concludes that developing trust is not enough, leaders need to ensure that the theories-in-use and the espoused theories of trust are in line and that, in order to engender trust, leaders must …
Women's Leadership Journeys In Family Firms: Preliminary Results From A Qualitative Study, Mary Barrett, Ken Moores
Women's Leadership Journeys In Family Firms: Preliminary Results From A Qualitative Study, Mary Barrett, Ken Moores
Faculty of Commerce - Papers (Archive)
The family business literature has thus far not devoted much attention to understanding female vantage points in family firms (e.g. Dumas, 1998; Sharma, 2004). Poza and Messer (2001) and Curimbaba (2002) describe the varying roles that women adopt, but without explaining why they adopt such roles. Our research examines the career progression of women leaders in family businesses, specifically how various roles allow them to progressively learn skills and competencies.In an earlier book (Moores and Barrett, 2002) we found that successful family firm CEOs encountered a series of unique paradoxes. Exploring, understanding and perhaps managing these paradoxes took them on …