Organizational complexity: leadership and change in research-intensive academic departments
Year: 2013
Type: dissertation
Abstract: Articles I, II, III and IV: A-I, A-II, A-II and A-IVThe intention of this study is to contribute to a better understanding of current transformations in higher education as well as to the development of theory regarding change in organizational studies.However, it has not been the objective of this study to present any sort of guide for leadership practice or more practical information on how successful strategies can be transferred from one context to another.It is important to make this clarification, as we are in a political and even historical context where leadership is regarded as a major factor -if not the main factor -for organizational success.Policy-makers claim that in autonomous institutions, the quality of management, communication and decision-making processes is decisive to survival in a competitive environment.This assumption will be discussed throughout this study which takes its point of departure from the following claim made by Simkins (2007): Ideas about leadership which are predicated upon the assumption that 'what works' can be identified, prescribed and replicated are inadequate ways of conceiving the concept and often may be inappropriate and unhelpful.My argument is that, in the leadership world, 'making sense of things' is at least as important as 'seeking what works'.(p.10)
Source: BIBSYS Brage (BIBSYS (Norway))
Author: Fabio Bento
Language: English
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W327857762