dc.description.abstract |
This thesis considers shared leadership in a UK public sector programme.
Many UK public sector change initiatives are delivered through programmes. In
recent years, the practice and academic domain of programme management
have developed from within the established discipline of project management.
The leadership of projects has been widely studied, both conceptually and
empirically, but programmes are substantively different. Shared leadership is a
relatively new conceptualisation of leadership which may be valuable for the
study of leadership of programmes.
The thesis uses a case study of one programme to explore shared leadership in
this environment, primarily based on 15 interviews and observation of meetings
and events. In particular, it focuses on the leadership tasks of setting the vision
and establishing and structuring the programme.
The study helps to improve the characterisation of the emerging theoretical
concept of shared leadership by adding empirical evidence. It supports the
conceptualisation of shared leadership as a plural, processual, diagonal and
lateral influence-based phenomenon by unpacking the above leadership tasks
into their constituent activities and interactions. It provides evidence for the
mechanism of “numerical action” through the seamless transfer of leadership and
contributes to the discussion on the nature of “concertive action”. It also
highlights the propensity of organisational actors to attribute artefacts of
leadership to individuals. It supports the conceptualisation of leadership in such
an environment as hybrid or integrated, combining traditional vertical with shared
leadership. In light of this, it proposes a dual processual and artefactual approach
to the study of leadership. It does not support defined, complementary roles and
structures as important for effective programme leadership. It provides useful
guidance to programme management practitioners and stakeholders from seeing
their own experiences and environments through the lens of shared leadership. |
en_UK |