Leading in the chaos of the 21st century

Tetenbaum, Toby J.; Laurence, Hank

doi:10.1002/jls.20191

Cited by 25 publications

(16 citation statements)

References 9 publications

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“…Transformational leadership in nursing may require a chaotic change towards adopting active leadership roles, embracing new behaviours and relationships, and challenging outdated organisational structures (Grossman & Valiga, 2017), which restrict power and influence. Teenbaum & Laurence suggested a new way for providing leadership in an evolving environment by disturbing the status quo, encouraging conflict, guiding new ideas and initiatives, and finding adaptive solutions (2011). Examining and refining one's brand is a leadership task that requires ‘far reaching input and commitment, passion and grit.…”

Section: Resultsmentioning

confidence: 99%

Can brand theory help re‐position the brand image of nursing?

2020

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Aim The current vs desired brand position of the nursing profession is examined using brand theory. Background The nursing brand has a long and revered image with various stakeholder groups. However, the current image frequently represents nurses as caring advocates rather than Influential Leaders who deliver, manage and administer health care services. Evaluation Recent quantitative field research describes perceptions of nurses' current vs desired brand position. A perceptual map illustrated a gap on the axes of Patient‐Centered Caregivers and Leaders in Healthcare. Empirical literature provided the foundation for prescriptive advice, which could address potential threats and opportunities for the brand. Key Issue Brand theory is used to describe how nurses' current image seems at odds with nurses' role in contemporary society. The largest gap on the perceptual map was on the ‘Leadership Axis', suggesting more effort is needed to change perceptions of the essential leadership role of nurses in various health care systems. Implications for Nursing Management The nursing profession needs to implement branding strategies, which close the gap between the current and desired brand positions. The central brand position of nurses as leaders should thread throughout practice, education, research and professional associations for effective brand repositioning to occur.

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Section: Resultsmentioning

confidence: 99%

Can brand theory help re‐position the brand image of nursing?

2020

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“…This view is supported by Osbom & Hunt (2007), Tetenbaum (1998) and Tetenbaum & Laurence (2011) who suggest that in today's operating environment, organizations work within complex adaptive systems tiiat force them into domains of high uncertainty. By contrast, organizations that are exposed to more regulation and govemance tend to exhibit a more risk averse cultural base that desires greater certainty around the data used for decision making.…”

Section: Business Culture and Riskmentioning

confidence: 92%

The impact of regulation, ownership and business culture on managing corporate risk within the water industry

et al. 2013

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Although the specifics of water utility ownership, regulation and management culture have been explored in terms of their impact on economic and customer value, there has beeti little meaningful engagement with their influence on the risk environment and risk management. Using a literature review as the primary source of informatioti, this paper maps the existing knowledge base otito two critical questions: what are the particular features of regulation, ownership and management culture which influence the risk dynamic, and what are the implications of these relationships in the context of ambitions for resilient organizations? In addressing these queries, the paper considers the mindful choices and adjustments a utility must make to its risk management strategy to manage strategic tensions between efñciency, risk and resilience. The conclusions note a gap in understanding of the drivers required for a paradigm shift within the water sector from a re-active to a pro-active risk management culture. A proposed model of the tensions between reactive risk management and pro-active, adaptive risk management provides a compelling case for measured risk management approaches which are informed by an appreciation of regulation, owtiership and business culture. Such approaches will support water authorities in meeting corporate aspirations to become 'high reliability' services while retaining the capacity to out-perform financial and service level targets.

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“…Thus, a significant, "adaptive" shift occurred in approach to stakeholder involvement (Decker & Chase, 1997). Tetenbaum and Laurence (2011) suggest the mere presence of those with positional authority can serve as a holding environment. The executive director and other senior leaders were present at all stakeholder meetings.…”

Section: Recognize the Social Dimension Of The Problemmentioning

confidence: 98%

“…Manolis et al (2009) argue more reflective attention to leadership is essential in conservation science. Tetenbaum and Laurence (2011) posit leadership models must also be adaptive to the rapid change and disequilibrium that society is experiencing through innovations in technology. They suggest traditional models of leadership will not be effective in today's chaotic society but that the adaptive leadership framework presented by Heifetz (1994), Heifetz and Linsky (2002a, b), and Heifetz et al (2009) will.…”

Section: Adaptive Leadership In Imperiled Species Management 345mentioning

confidence: 99%

Using Adaptive Leadership Principles in Collaborative Conservation with Stakeholders to Tackle a Wicked Problem: Imperiled Species Management in Florida

Haubold

2012

Human Dimensions of Wildlife

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The changing sociopolitical environment for conservation obliges fish and wildlife agencies to learn to adapt to remain effective. Adaptive leadership principles appear promising as a tool to help agencies work through wicked problems. Imperiled species management in Florida has been controversial for nearly two decades and previous attempts to solve the problem were unsuccessful in ameliorating the controversy. Since prior approaches had failed, the issue was re-framed following adaptive leadership principles and considering stakeholder impacts. Adaptive leadership principles guided stakeholder engagement approaches that promoted collaborative governance, with stakeholders and staff working together to develop regulations for imperiled species management. Although more time is needed to know for certain, these efforts appear to have reduced the controversy surrounding this wicked problem. In this case, using adaptive leadership principles allowed the Florida Fish and Wildlife Conservation Commission to be adaptable and involve stakeholders in developing new solutions to long-standing problems.

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Leading in the chaos of the 21st century

Cited by 25 publications

References 9 publications

Can brand theory help re‐position the brand image of nursing?

Can brand theory help re‐position the brand image of nursing?

The impact of regulation, ownership and business culture on managing corporate risk within the water industry

Using Adaptive Leadership Principles in Collaborative Conservation with Stakeholders to Tackle a Wicked Problem: Imperiled Species Management in Florida

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