Accepted author manuscript, 315 KB, PDF document
Available under license: CC BY-NC: Creative Commons Attribution-NonCommercial 4.0 International License
Final published version
Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Chapter (peer-reviewed) › peer-review
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
}
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 -