The power of place in public leadership research and development

Jackson, Brad

doi:10.1108/ijpl-09-2019-0059

Cited by 28 publications

(32 citation statements)

References 52 publications

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“…As a final note, we believe future research should pay increasing attention to the role of leadership for positive social action and change (see for example Afsar, Cheema, & Javed, 2018; Pureza & Lee, 2020; Silvestri & Veltri, 2020). In this regard, we agree with Crosby and Bryson (2018, p. 1277) and with Jackson (2019) on the need to better foreground place as a critical and central concern for future leadership research, development, and practice (Jackson, 2019, p. 209).…”

Section: Discussionsupporting

confidence: 77%

Leading for social change: Waste management in the place of social (ir)responsibility

Esposito

Ricci

Sancino

2020

Corp Soc Responsibility Env

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What leadership practices can be enacted in contexts of public values failure and with low social capital to enact positive social change? This article studies public management and leadership dynamics in the “Land of Fires” (Italy), a place where waste management has historically been affected by mafia infiltration. Our research is based on a multi‐site single case study strategy with qualitative data obtained from semi‐structured interviews with several key stakeholders, including public and business managers, civil society leaders, local journalists, local politicians, regional and national politicians, and citizens in their role as co‐producers of public services. From a theoretical point of view, our findings contribute to the literature on both place leadership and collaborative governance. From a practical point of view, we shed light on the importance of four interrelated leadership practices to be enacted by public managers and civic leaders to promote positive social change: (a) to recognize and call into existence different publics; (b) to mobilize political leadership; (c) to obtain media salience; and (d) to develop institutional opportunities for enabling agonistic civic capacity.

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Section: Discussionsupporting

confidence: 77%

Leading for social change: Waste management in the place of social (ir)responsibility

Esposito

Ricci

Sancino

2020

Corp Soc Responsibility Env

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“…There is the need for leadership researchers and practitioners to begin to recognize and better understand the process by which people draw meaning and ownership, energy and commitment because of a strong sense of alignment with the place in which they live and work (Jackson & Parry, 2018). This understanding can guide the extensive efforts to promote collaborative governance and cross-sectoral place-based policy initiatives in the pursuit of responsible leadership (Jackson, 2019).…”

Section: Leadership For the Twenty-first Centurymentioning

confidence: 99%

Leadership for What, Why, for Whom and Where? A Responsibility Perspective

Kempster

Jackson

2021

Journal of Change Management

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A major assumption for both leadership researchers and practitioners is that the relationship between leaders and followers is the pivotal concern for leadership. Viewing leadership through the lens of responsibility, however, changes the pivotal relationship substantially. The principal relationship concern becomes the relationship between leaders and their stakeholders. To better understand this relationship the article seeks to explore the question: Leadership for what purpose? The article offers an initial answer to this question by looking at the responsibilities of those who lead in the corporate world. In particular, we argue that leaders need to give primary attention to what they seek to achieve, why, for whom, and where. In this way the article seeks to (re)centre the concerns of leadership scholarship to address the challenges and responsibilities of those who seek to lead. The article offers an inter-disciplinary theory rooted in an intercomplementary perspective on capitalism, purpose and responsibility that enables organizational leaders to understand how the fiduciary duty of generating value for shareholders can be aligned with other stakeholder interests including employees, communities, societies, the environment and indeed humanity. This theory we describe as the 'The theory of Good Dividends'.

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“…Extant literature has debunked the leader-centric narrative to shift focus towards a shared or distributed leadership model. Jackson (2019) makes a most persuasive case for a place-based approach which inevitably "opens up critically important and complex governance questions" that have to be considered alongside leadership issues (Imperial et al 2019). This supports and informs my research stance placing context "centre-stage", given that researching leadership is an inherently contextual performance (Iszatt- White, 2011).…”

Section: Research Contextmentioning

confidence: 99%

“…In this respect, I align with these proposed views that place can act as an important strategic resource for leadership in building collective identity, purpose and strategy and so is foregrounded as a primary concern for my research. But also recognising its "intractable and confused qualities", I would like to consider place in my research as a "incorrigible philosophical problem" because it fundamentally structures human experience (Jackson, 2019).…”

Section: Research Contextmentioning

confidence: 99%

“…This perceived demarcation has been referred to as the "purple zone" (Alford, Hartley, Yates and Hughes, 2016), representing where the 'red' of political activity overlaps with the 'blue' of administration (p. 752). However, Jackson (2019) argues that "questions of agency" are generally given lip service to and are quickly pushed aside by a persuasive pre-occupation with policy protocols and governance frameworks, as a consequence lending towards being "governance-heavy and leadership-light", with the reverse being the case for community organisation leaders Much of the literature on public leadership focuses on those who have formal authority in government and public services (e.g. Brookes and Grint, 2010;Van Wart, 2013), such as the elected and appointed politicians at all government levels and public officials working for the government and public services .…”

Section: Public Leadershipmentioning

confidence: 99%

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Investigating the Impact of Leadership Development on the Formation of Public Sector Leader Identities.

Jog¹

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This dissertation examines the role of leadership development in forming a leader identity in public sector leaders. It investigates the perceived impacts on public sector leaders attending a leadership development program resulting in identity work practices. The main focus of this case study was the leadership development experiences and interpretations of public sector leaders. A leadership development program called Leadership in Practice delivered by New Zealand's Te Kawa Mataaho Public Service Commission to senior public sector leaders was used as a background and context for grounding my investigations. Research participants comprised 16 senior leaders from across the New Zealand public sector. This research was conducted using semi-structured interviews as the qualitative research method. The research data was collected, coded, analysed and thematically grouped using interpretive interactionism. By taking an interpretive approach, I give voice to the experiences and interpretations of these research participants. Leadership development and its various forms of interpretations in organisational studies continue to command attention about senior officials' leadership performance outcomes in leadership roles across both the public and private sectors. However, empirical research exploring the perceived impacts of this organizationally driven socialisation process on leaders remains sparse across mainstream leadership research, particularly within public sector leadership research. This study follows the tradition of organisation studies which theorise identity formation as a continuous process of becoming rather than being. It presents a view of leader identity formation as a self-regulated process undertaken by public sector leaders over an extended period. It argues that undertaking leadership development training is vital for public sector leaders; however, it becomes more relevant during specific critical periods throughout their career trajectory across the public sector. I contribute to leadership development and broader leadership research by proposing a new framework called 'leader identity formation framework' comprising four distinct phases – Inception, Initiation, Recognition and Rebellion. In conclusion, I offer a range of theoretical and practical implications for leadership development and leader identity research, which could help inform future research in public sector leadership.

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The power of place in public leadership research and development

Cited by 28 publications

References 52 publications

Leading for social change: Waste management in the place of social (ir)responsibility

Leading for social change: Waste management in the place of social (ir)responsibility

Leadership for What, Why, for Whom and Where? A Responsibility Perspective

Investigating the Impact of Leadership Development on the Formation of Public Sector Leader Identities.

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