27 Days of Managerial work in the police service

Karp, Tom; Filstad, Cathrine; Glomseth, Rune

doi:10.1080/15614263.2018.1526682

Cited by 10 publications

(7 citation statements)

References 80 publications

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“…The organisational community abides by a shared meaning system regarding language, culture and structure as well as what constitutes acceptable behaviour and attitudes. Consider the following empirical example from my own research [32]. A leader needs to prioritise different activities during everyday work.…”

Section: Leaders Practising Leadershipmentioning

confidence: 99%

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Leadership is a Practice Shaped by Everyday Actions in Messy Organisational Realities

Karp¹

2023

Business, Management and Economics

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Practice-oriented perspectives of leadership suggest that we should relate more to organisational realities as they are ‘in practice’. This entails studying patterns of actions with a certain form, direction, purpose or objective. Leadership researchers have not often focused on conducting empirical studies of everyday life and challenges within organisations, which may have contributed to a possible gap between theory and leadership practice. Thus, there is a need for other perspectives, both for researchers and leaders. Rather than presenting idealised notions of what leaders should do, the premise of practice perspectives is that leadership is shaped through leaders’ actions in their everyday environments. The sum of such actions over time constitutes a practice that takes place within a community of collective practice. This entails leadership is understood as a function, a process and an action. Accordingly, research into practice is not so much concerned with identifying normative models and characteristics of the individual but rather shifts the focus from the individual to processes and actions. For leaders, this means that they must develop their own leadership practice regarding how to deal with organisational realities, their messiness and complexity.

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Section: Leaders Practising Leadershipmentioning

confidence: 99%

“…This can be illustrated by using an empirical example of how decisions are made in a group with a leader [32]. The leader may make decisions in meetings with others, using tools, such as digital boards, where it is important that all those participating offer their views before decisions are made.…”

Section: Researching Leadership As a Practicementioning

confidence: 99%

Leadership is a Practice Shaped by Everyday Actions in Messy Organisational Realities

Karp¹

2023

Business, Management and Economics

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“…Den kvasi-militaere autoritetskulturen for rang konstruerer og rekonstruerer konvensjoner om «know your place» i hierarkiet (Steinheider & Wuestewald, 2008;Silvestri, 2011;Davis, 2019). For det meste jobber politiledere seg opp gjennom rekkene internt, gjennom ulike nivåer, for å nå en topplederstilling (Roberts et al, 2016); de blir ofte rekruttert på grunnlag av å vaere «de fremste blant like» (Karp et al, 2018), der nye rekrutter som representerer forandring, sjelden støttes (Charman, 2017). Å vaere en av «gutta» (eller «en av oss», som mer kjønnsnøytral), oppleve kameratskap fra første hånd, og å vaere klar over viktigheten av sosiale forhold og omsorg for hverandre, karakteriserer hvordan politiledere laerer og dermed utvikler egen ledelsespraksis på alle leder nivåer i politiet (Filstad et al, 2018).…”

Section: Ledelse Som Praksis-perspektivetunclassified

Ledelsesutdanningens muligheter: Om å utvikle en realistisk lederselvtillit i samspill med andre

Drake¹

2023

HR I Møte Med Det Nye Arbeidslivet

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This chapter takes as its vantage point the fact that leadership is not something that can be taught or learned as a set of objective and universal skills and abilities. Thus, in dealing with an array of mixed and demanding leadership expectations, individuals may fall short of appropriate means to develop realistic leadership self-efficacy. Various dysfunctional misperceptions may be the result, including imposter syndrome, the Dunning-Kruger effect and/or succumbing to narcissistic personality types. What kinds of organizational support help individuals avoid or maneuver out of such dysfunctional thinking and behavioral patterns and instead make more realistic judgments regarding their own and others’ leadership capabilities? Research indicates that becoming aware of these phenomena is key. Changing one’s dysfunctional thinking patterns can be achieved via cognitive behavioral therapy. Other measures at the organizational and individual level are suggested and may be implemented by HR staff and current leaders. It is further argued that leadership education and self-leadership training may serve as an important measure to reduce, prevent and/or counter the development of imposter syndrome tendencies and help build leadership self-efficacy. Through various andragogical processes, it may be possible to reduce inclinations of overestimating other people’s leadership talent, underestimating one’s own, or simply gaining insight into others’ leadership experiences, learning processes and self-evaluations.

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Section: Ledelse Som Praksis-perspektivetunclassified

HRs bidrag til utvikling av organisatorisk resiliens i krisehåndtering

Thon,

Gausdal

2023

HR I Møte Med Det Nye Arbeidslivet

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Organizations are increasingly likely to face crises in our time. When crises occur, organizations are expected to be prepared. This preparedness is in addition to crisis management itself and requires continuous development of various forms of plans, training, preparation, facilitation, management, organizational structures, resources and processes. This conceptual study looks at this broader picture by analyzing how human resource (HR) management can contribute to the ongoing development in these areas. The question we ask in this chapter is: ‘What organizational resilience capabilities for crisis management can HR develop?’ To answer this, we start with a literature study within organizational resilience. We continue with a literature study within human resource management relevant for crisis management and organizational resilience. Finally, we discuss how the HR function can contribute to developing resilience capabilities. Our answer is that HR can contribute to ‘observation and identification’, ‘preparation’, ‘developing and implementing solutions’, ‘reflection and learning’ and ‘change’ capabilities. Furthermore, we found that HR research and literature have had insufficient focus on crisis management and organizational resilience. To develop organizational resilience HR should be focused on: activities that promote resource and coordination flexibility, real option theory and HR option analyses, aligning capability, creating workforce agility, social learning arenas and communities of practice. An organization’s knowledge base, which consists of both the starting point and end results of the development of capabilities, can also be developed through HR activities.

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27 Days of Managerial work in the police service

Cited by 10 publications

References 80 publications

Leadership is a Practice Shaped by Everyday Actions in Messy Organisational Realities

Leadership is a Practice Shaped by Everyday Actions in Messy Organisational Realities

Ledelsesutdanningens muligheter: Om å utvikle en realistisk lederselvtillit i samspill med andre

HRs bidrag til utvikling av organisatorisk resiliens i krisehåndtering

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