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Expert Leadership and Hidden Inequalities in Community Projets

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

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Expert Leadership and Hidden Inequalities in Community Projets. / Mortimer, Christine; Paddison, Brendan.

Inequality and Organizational Practice: Volume 1: Work and Welfare. ed. / Stefanos Nachmias; Valerie Craven. Cham : Palgrave Macmillan, 2019. p. 37-64 (Palgrave Explorations in Workplace Stigma).

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

Harvard

Mortimer, C & Paddison, B 2019, Expert Leadership and Hidden Inequalities in Community Projets. in S Nachmias & V Craven (eds), Inequality and Organizational Practice: Volume 1: Work and Welfare. Palgrave Explorations in Workplace Stigma, Palgrave Macmillan, Cham, pp. 37-64. https://doi.org/10.1007/978-3-030-11644-6_3

APA

Mortimer, C., & Paddison, B. (2019). Expert Leadership and Hidden Inequalities in Community Projets. In S. Nachmias, & V. Craven (Eds.), Inequality and Organizational Practice: Volume 1: Work and Welfare (pp. 37-64). (Palgrave Explorations in Workplace Stigma). Palgrave Macmillan. https://doi.org/10.1007/978-3-030-11644-6_3

Vancouver

Mortimer C, Paddison B. Expert Leadership and Hidden Inequalities in Community Projets. In Nachmias S, Craven V, editors, Inequality and Organizational Practice: Volume 1: Work and Welfare. Cham: Palgrave Macmillan. 2019. p. 37-64. (Palgrave Explorations in Workplace Stigma). doi: 10.1007/978-3-030-11644-6_3

Author

Mortimer, Christine ; Paddison, Brendan. / Expert Leadership and Hidden Inequalities in Community Projets. Inequality and Organizational Practice: Volume 1: Work and Welfare. editor / Stefanos Nachmias ; Valerie Craven. Cham : Palgrave Macmillan, 2019. pp. 37-64 (Palgrave Explorations in Workplace Stigma).

Bibtex

@inbook{5775e0cfe58f4d0a99f21b671485bc1f,
title = "Expert Leadership and Hidden Inequalities in Community Projets",
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 {\textquoteleft}expert{\textquoteright} 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 {\textquoteleft}intervention{\textquoteright}, 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.",
keywords = "Leadership, Multiple stakeholders, Heritage, Realist evaluation",
author = "Christine Mortimer and Brendan Paddison",
year = "2019",
month = mar,
day = "28",
doi = "10.1007/978-3-030-11644-6_3",
language = "English",
isbn = "9783030116439",
series = "Palgrave Explorations in Workplace Stigma",
publisher = "Palgrave Macmillan",
pages = "37--64",
editor = "Stefanos Nachmias and Valerie Craven",
booktitle = "Inequality and Organizational Practice",

}

RIS

TY - CHAP

T1 - Expert Leadership and Hidden Inequalities in Community Projets

AU - Mortimer, Christine

AU - Paddison, Brendan

PY - 2019/3/28

Y1 - 2019/3/28

N2 - 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.

AB - 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.

KW - Leadership

KW - Multiple stakeholders

KW - Heritage

KW - Realist evaluation

U2 - 10.1007/978-3-030-11644-6_3

DO - 10.1007/978-3-030-11644-6_3

M3 - Chapter (peer-reviewed)

SN - 9783030116439

T3 - Palgrave Explorations in Workplace Stigma

SP - 37

EP - 64

BT - Inequality and Organizational Practice

A2 - Nachmias, Stefanos

A2 - Craven, Valerie

PB - Palgrave Macmillan

CY - Cham

ER -