Journal of Public Child Welfare, 10(2), 2016, pp.132-151.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
While the research base on implementation in child welfare has grown, applying implementation science to child welfare system change is still relatively new. There is a gap in knowledge of what factors are most important in different implementation stages and system contexts. This study examines 12 implementation keys that support building infrastructure, developing inter-organisational networks, and addressing contextual issues in child welfare system change initiatives in three states. Research questions address which keys are most important in different implementation stages, the major components and context of these keys during implementation, and the overlap between implementation keys.
(Publisher abstract)
While the research base on implementation in child welfare has grown, applying implementation science to child welfare system change is still relatively new. There is a gap in knowledge of what factors are most important in different implementation stages and system contexts. This study examines 12 implementation keys that support building infrastructure, developing inter-organisational networks, and addressing contextual issues in child welfare system change initiatives in three states. Research questions address which keys are most important in different implementation stages, the major components and context of these keys during implementation, and the overlap between implementation keys.
(Publisher abstract)
Subject terms:
leadership, organisational culture, childrens social care, organisational development;
International Journal of Leadership in Public Services, 8(4), 2012, pp.201-215.
Publisher:
Emerald
...pressure from new values embedded in the on-going institutional reforms.
Originality/value – The paper shows that in a situation where values are changing, leaders may need to put greater emphasis on value-based leadership.
(Publisher abstract)
Purpose – The past 30 years have been a period marked by extensive modernisation programmes in the public sector. Principles taken from the New Public Management agenda have been adopted, and market solutions have been implemented across a broad range of service areas. These reforms have challenged the existing organisational culture of many public sector institutions. The purpose of this paper is to examine whether there has been a detectable change in the dominant values found in professional organisations within the public sector over the past decade, and if so, what challenges the leaders are faced with as a result of these changes.
Design/methodology/approach – The empirical data are based on a quantitative survey of leaders in a large Norwegian municipality with a total population of 189 such leaders. Of these, 155 returned the questionnaires, giving a response rate of 82 per cent.
Findings – The results of the study show that two central values connected to the New Public Management agenda have gained increased importance over recent years – namely “meeting the needs of individual users”, and “renewal/innovation”. Of the listed values perceived as having become more important, these were ranked as the top two. At the same time, values traditionally associated with the public ethos continue to enjoy a strong position, whereas purely economic values remain relatively insignificant.
Research limitations/implications – All in all, this study shows that the landscape of values in the public sector is changing, and there are strong indications that traditional values have come under pressure from new values embedded in the on-going institutional reforms.
Originality/value – The paper shows that in a situation where values are changing, leaders may need to put greater emphasis on value-based leadership.
(Publisher abstract)
Subject terms:
leadership, public sector, organisational development, organisational culture;
Voluntary Sector Review, 2(3), November 2011, pp.391-398.
Publisher:
Policy Press
Place of publication:
Bristol
...for a new approach to the provision of infrastructure support based on a more inclusive approach reflecting the wide diversity found in the voluntary sector. This should focus on governance, leadership, volunteer-led efforts and models that offer ways of operating that do not rely on funding and staff.
This article, based on the author’s experience of working with the staff, volunteers and governing bodies of small voluntary organisations in the UK, examines the role of infrastructure organisations in relation to micro organisations with no or few paid staff. The article argues that these organisations have unique characteristics and needs that have not been served well b infrastructure support providers, and suggests that, as a whole, the voluntary sector must develop a wider range of alternative models of organisational development. It then discusses the distinctive features of micro organisations, their comparative advantages and their limitations before discussing their needs for support and advice and the failure of infrastructure support organisations to meet them. It concludes by arguing for a new approach to the provision of infrastructure support based on a more inclusive approach reflecting the wide diversity found in the voluntary sector. This should focus on governance, leadership, volunteer-led efforts and models that offer ways of operating that do not rely on funding and staff.
Administration in Social Work, 34(5), November 2010, pp.458-479.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
Non-profit organisations are experiencing unprecedented funding cuts during the current recession. As such, a growing number of these organisations are considering strategic restructuring opportunities in the form of mergers due to the current social services environment of increasing competition and decreasing resources. Mergers can be viewed negatively with the loss of an organisation's identity or positively as an opportunity to survive and enhance services. Drawing on the literature from both the for-profit and the non-profit sectors, this article examines the elements of successful mergers related to the nature of the merger process and the role of the human element in all aspects of the merger process. The authors suggest that, provided merger leaders have an awareness of the process and human elements involved, mergers can be a successful method of intervention for non-profit organisations to survive and thrive. They conclude with recommendations for managers considering a merger and suggestions for future research.
Non-profit organisations are experiencing unprecedented funding cuts during the current recession. As such, a growing number of these organisations are considering strategic restructuring opportunities in the form of mergers due to the current social services environment of increasing competition and decreasing resources. Mergers can be viewed negatively with the loss of an organisation's identity or positively as an opportunity to survive and enhance services. Drawing on the literature from both the for-profit and the non-profit sectors, this article examines the elements of successful mergers related to the nature of the merger process and the role of the human element in all aspects of the merger process. The authors suggest that, provided merger leaders have an awareness of the process and human elements involved, mergers can be a successful method of intervention for non-profit organisations to survive and thrive. They conclude with recommendations for managers considering a merger and suggestions for future research.
This report looks at the barriers to leadership and good people management in practice. Specifically, it focuses on key organisational systemic factors and how the ability of individuals and teams to exercise leadership is affected by them. The four factors discussed are: hierarchy and bureaucracy; short term, bottom-line focus; individualism; and an 'us' and 'them' mentality. The report is based...
(Original abstract)
This report looks at the barriers to leadership and good people management in practice. Specifically, it focuses on key organisational systemic factors and how the ability of individuals and teams to exercise leadership is affected by them. The four factors discussed are: hierarchy and bureaucracy; short term, bottom-line focus; individualism; and an 'us' and 'them' mentality. The report is based on over 120 interviews and focus groups with managers, employees and HR practitioners in seven large organisations from the private, public and third sectors. It also draws on the results of a survey of people in HR or learning and development (1,081 responses) which explored the state of learning and development within organisations. The concluding section recommends that organisations give greater emphasis on what leadership their organisation needs and whether the organisational context is there to support it, rather than focusing solely on the capability of individual leaders and managers.
(Original abstract)
International Journal of Leadership in Public Services, 9(3/4), 2013, pp.116-124.
Publisher:
Emerald
Purpose: The purpose of this paper is to describe an innovative senior-level leadership development programme in housing association, East Thames Group, which was designed to build the capabilities needed to lead the organisation through a transformation in its culture and working practices. The programme engaged leaders in navigating and shaping culture change in East Thames and in so doing...
(Publisher abstract)
Purpose: The purpose of this paper is to describe an innovative senior-level leadership development programme in housing association, East Thames Group, which was designed to build the capabilities needed to lead the organisation through a transformation in its culture and working practices. The programme engaged leaders in navigating and shaping culture change in East Thames and in so doing significantly enhanced their capacity for self-awareness, decision making and collaboration.
Design/methodology/approach: The paper presents a descriptive narrative of the leadership development process from its inception in November 2011, through the experience of two cohorts comprising 40 senior managers during 2012, to the formal conclusion of the process in January 2013. The narrative employs a modified version of the hero's journey to describe the process of individual and organisational development during this period.
Findings: The paper proposes an effective alternative to prescriptive, competency-based, leadership programmes which is grounded instead in a problem-solving approach where capacity-building results from participants acting on “wicked” organisational problems and learning by leading.
Research limitations/implications: Learning by leading is a flexible, highly contextualised alternative to programmatic approaches to leadership development. The challenges faced by East Thames will be familiar to leaders in both public and private sectors. This methodology is relevant wherever the strategic goal is a dual transformation in organisation performance and leadership capacity.
Practical implications: The paper includes a model of leadership development based on five stages of the hero's journey. These design principles translate into a structure – a container – where leaders can think, act and learn together in order to decide how and where to intervene in their situation to make a difference.
Originality/value: The paper presents a rare longitudinal description of a senior level leadership development process which used a complex organisational problem as a vehicle for both leadership agency and leadership learning.
(Publisher abstract)
Public Money and Management, 31(5), September 2011, pp.339-346.
Publisher:
Taylor and Francis
Place of publication:
Philadelphia, USA
This article considers whether new chief executives in the public sector make a difference to organisational performance. It starts by outlining a theoretical framework that focuses on the adaptive and disruptive effects of succession, and the moderating effect of prior performance. The study makes use of panel data on chief executive succession in all 148 English principal local authorities. This data set contains chief executive successions that have taken place and performance as evaluated by the Audit Commission from financial year 2002/3 up to 2005/6. The data was analysed to evaluate the performance effect of managerial change at the top, and particularly under what conditions capacity-enhancing effects outweigh disruptive effects and when it is the other way round. The results suggest that chief executive succession makes a difference to performance, and that succession has a positive effect where prior performance is low, but a negative effect where it is high.
This article considers whether new chief executives in the public sector make a difference to organisational performance. It starts by outlining a theoretical framework that focuses on the adaptive and disruptive effects of succession, and the moderating effect of prior performance. The study makes use of panel data on chief executive succession in all 148 English principal local authorities. This data set contains chief executive successions that have taken place and performance as evaluated by the Audit Commission from financial year 2002/3 up to 2005/6. The data was analysed to evaluate the performance effect of managerial change at the top, and particularly under what conditions capacity-enhancing effects outweigh disruptive effects and when it is the other way round. The results suggest that chief executive succession makes a difference to performance, and that succession has a positive effect where prior performance is low, but a negative effect where it is high.
Subject terms:
leadership, managers, local authorities, organisational development, public sector;
Community Mental Health Journal, 44(3), June 2008, pp.195-211.
Publisher:
Springer
This paper presents the approaches employed by a number of American states to combine traditional policy levers with more strategic/institutional efforts (e.g., leadership) to facilitate implementation of these practices. Two rounds of site visits were completed and extensive interview data collected. The data were analyzed to find trends that were consistent across states and across practices
This paper presents the approaches employed by a number of American states to combine traditional policy levers with more strategic/institutional efforts (e.g., leadership) to facilitate implementation of these practices. Two rounds of site visits were completed and extensive interview data collected. The data were analyzed to find trends that were consistent across states and across practices. Two themes emerged for understanding implementation of evidence-based practices: the support and influence of the state mental health authority matters and so does the structure of the mental health systems.
Subject terms:
leadership, mental health services, organisational development, organisational structure, evidence-based practice;
Journal of Interprofessional Care, 34(1), 2020, pp.76-86.
Publisher:
Taylor and Francis
The development of interprofessional collaborative practice (IPCP) environments requires a systematic, multi-pronged approach. Despite recognition of the need for IPCP, interventions that support its development are not well described in the literature. Leadership training is necessary for individuals and teams to build IPCP-supportive environments. This study describes the impact...
(Edited publisher abstract)
The development of interprofessional collaborative practice (IPCP) environments requires a systematic, multi-pronged approach. Despite recognition of the need for IPCP, interventions that support its development are not well described in the literature. Leadership training is necessary for individuals and teams to build IPCP-supportive environments. This study describes the impact of a longitudinal series of leadership development workshops to strengthen IPCP and facilitate practice transformation. Semi-structured interviews were conducted with 16 healthcare professionals who described ways in which the workshops influenced the team-based practice transformation. Thematic analysis indicated that the workshops were instrumental in providing structure and opportunity for participants to learn skills, expand perspectives, and change behaviour to improve team outcomes. Findings highlight the importance of supporting individual and team development over time and suggest that intentional, targeted coaching focused on relationship building and meeting the evolving needs of the team is critical to the implementation and sustainment of practice change.
(Edited publisher abstract)
...identified are: failure could be inherent in the policy design, PCNs may not be able to create effective organisations; PCNs could have a lack of focus; failures of leadership and followership; becoming overwhelmed by external pressure; and failure could be unfairly identified too early. The paper concludes that the risks may be avoidable if there is significant financial and organisational development
(Edited publisher abstract)
This working paper presents six risks that could lead to the failure of primary care networks (PCNs) and suggests possible solutions. PCNs were introduced by the NHS Long Term Plan as the building block of integrated care systems. Whilst NHS England has outlined five ambitions for PCNs, there is no formal national guidance on national development or to direct local activity. The six risks identified are: failure could be inherent in the policy design, PCNs may not be able to create effective organisations; PCNs could have a lack of focus; failures of leadership and followership; becoming overwhelmed by external pressure; and failure could be unfairly identified too early. The paper concludes that the risks may be avoidable if there is significant financial and organisational development support from CCGs and national and local bodies.
(Edited publisher abstract)
Subject terms:
primary care, integrated care, financing, organisational development, leadership, policy implementation, NHS;