Timeless Management

Coppin, Alan; Barratt, John

doi:10.1057/9781403907158

Cited by 5 publications

(8 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…A leader needs to establish a stable, shared long‐term vision to guide the work of the program. The vision should be simple to understand and easily defined through clear, short‐term achievable goals (Coppin & Barratt 2002), which leaders need to communicate clearly by words and action. The time frame and method might be ill defined, but goals set on a relevant short‐term cycle provide clarity.…”

Section: The Key Qualities In An Effective Conservation Leadermentioning

confidence: 99%

“…A leader should know the strengths and weaknesses of staff and how to manage and develop them to best effect (Black & Groombridge 2010). Leaders should encourage celebration of success and ensure constructive lessons are learnt from failures (Coppin & Barratt 2002). (Koford 1953;Miller et al 1965;Wilbur 1978;Phillips & Nash 1981;Snyder & Snyder 2000;USFWS 2010).…”

Section: The Key Qualities In An Effective Conservation Leadermentioning

confidence: 99%

See 1 more Smart Citation

Leadership and conservation effectiveness: finding a better way to lead

Black

Groombridge

Jones

2011

Conservation Letters

132

View full text Add to dashboard Cite

Conservation practitioners and academics have highlighted leadership as an important component for conservation programs, but the attributes of effective leaders are not yet clearly defined. We identify a leadership approach that enables a conservation organization to be more effective in achieving positive results. An analysis of successful and unsuccessful species conservation programs consistently reveals contrasting leadership approaches. Successful approaches resonate strongly with both the characteristics of species conservation and established leadership theory in mainstream management literature. We describe the practices identified in successful species conservation programs to provide the basis for a new understanding of conservation leadership using established management theory. The traits of a successful conservation leader include: an ability to share a clear, long-term vision; orientation toward "hands-on" management; an ability to switch thinking between the big picture and the detail; and a willingness to encourage learning, improvement, and receptiveness to alternative solutions. Activities in the conservation sector are typically influenced by factors beyond the control of managers. Conversely, a leadership approach is under managers' direct control and has an impact on attainment of results. Effective leadership is one factor that should not be left to chance but should be considered seriously for its impact on achievement in biodiversity conservation.

show abstract

Section: The Key Qualities In An Effective Conservation Leadermentioning

confidence: 99%

Section: The Key Qualities In An Effective Conservation Leadermentioning

confidence: 99%

Leadership and conservation effectiveness: finding a better way to lead

Black

Groombridge

Jones

2011

Conservation Letters

132

View full text Add to dashboard Cite

show abstract

“…The command-and-control paradigm carries misplaced assumptions about people which need to be replaced (Coppin & Barratt, 2002). For example, presumed cause-and-effect links between praise and motivation or sanctions and improvements in performance have been demonstrated as flawed by numerous behavioural theorists (Jacobs, 2009;Scholtes, 1998;Seddon, 2003) and more recently by combinations of psychology and neuroscience (Jacobs, 2009).…”

Section: Would An Understanding Of Human Psychology Usefully Assist Cmentioning

confidence: 99%

“…Our analysis raises a number of implications for leaders of biodiversity conservation and recovery, which are transferable to any other sector experiencing a dynamic climate of uncertainty and change. Table 1 summarizes the change in perspective which leaders need to undertake (Kohn, 1986;Coppin & Barratt, 2002;Seddon, 2003; to switch away from traditional leadership paradigms to a Systems Thinking perspective aligned to Deming's (1994) System of Profound Knowledge. These perspectives are an important start point for managers to engage with a new set of mental models for leading teams, projects and programs.…”

Section: Implications For Leadersmentioning

confidence: 99%

“…Essentially, more effective leadership is not just about adapting an approach to its context or coaching and involving people as best as possible; it is instead about having a new leadership paradigm (or "mental model") that steers how we design and manage work (Coppin & Barratt, 2002;Seddon, 2003). This involves leaders developing personal mastery in the way that they see and act in the world of work.…”

Section: Leadership Is Not Just Contextual But Concerns How Leaders Pmentioning

confidence: 99%

See 1 more Smart Citation

Does Deming’s “System of Profound Knowledge” Apply to Leaders of Biodiversity Conservation?

Black

Copsey

2014

OJL

View full text Add to dashboard Cite

The challenges of ecological and environmental change are significant and solutions remain largely under the influence of people and the decisions of governments, interest groups, national and local communities and individuals. Evidence suggests that despite 20 years of effort, conservation initiatives have failed to achieve the targets set for protecting biodiversity in the UN Convention on Biological Diversity 2010. A common factor influencing effectiveness of conservation work undertaken by the diverse mix of government, non-government and civil organisations is leadership. A command-and-control approach to leadership is commonly encountered in conservation and previous reviews suggest this as a major factor in ineffective conservation initiatives. This suggests that conservation leaders should consider a fundamentally different approach to leadership. We examine whether an alternative paradigm, Deming's System of Profound Knowledge, offers a suitable new basis for leadership in biodiversity conservation. This "Systems Thinking" approach should encompass (i) an understanding of natural systems, (ii) a sense of how human behaviour is influenced, (iii) an understanding of how knowledge should inform decision-making and problem solving, and (iv) an understanding of variation in natural systems. Current paradigms of conservation management fail to address these four fundamentals and therefore do not represent the most effective way to manage conservation. Conversely, challenges and opportunities encountered in biodiversity conservation are well-aligned to a Systems Thinking approach. Leadership approaches defined in Deming's "System of Profound Knowledge" offer significant positive impacts on biodiversity conservation achievement and provide lessons for leaders in other areas of human activity.

show abstract

Introduction

Coppin¹

2017

The Human Capital Imperative

View full text Add to dashboard Cite

Timeless Management

Cited by 5 publications

References 0 publications

Leadership and conservation effectiveness: finding a better way to lead

Leadership and conservation effectiveness: finding a better way to lead

Does Deming’s “System of Profound Knowledge” Apply to Leaders of Biodiversity Conservation?

Introduction

Contact Info

Product

Resources

About