Home > Research > Publications & Outputs > Expert Leadership and Hidden Inequalities in Co...

Electronic data

Links

Text available via DOI:

View graph of relations

Expert Leadership and Hidden Inequalities in Community Projets

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSNChapter (peer-reviewed)peer-review

Published
Publication date28/03/2019
Host publicationInequality and Organizational Practice: Volume 1: Work and Welfare
EditorsStefanos Nachmias, Valerie Craven
Place of PublicationCham
PublisherPalgrave Macmillan
Pages37-64
Number of pages27
ISBN (electronic)9783030116446
ISBN (print)9783030116439
<mark>Original language</mark>English

Publication series

NamePalgrave Explorations in Workplace Stigma
PublisherPalgrave

Abstract

This chapter explores the development of a mid-range theory that can be used in organisations when considering how to engage multiple stakeholders in a project that requires expert input. The case study presented here is concerned with a ground-breaking approach to integrate heritage, culture and social benefit through the medium of archaeology and heritage. The findings indicated that the ‘expert’ as a leader of the project created hidden inequalities in the team, preventing the longer-term social outcomes of the project from materialising. A Realist Evaluation (Pawson and Tilley, 1997a) protocol was developed which created an ‘intervention’, permitting the non-linear complex interactions between multiple groups and multiple stakeholders to be observed and evaluated. This allowed for the political, strategic, organisational, operational and individual perspectives to be addressed making it a suited evaluative approach to this type of multiple stakeholder project.