Expert Leadership and Hidden Inequalities in Community Projets

Mortimer, Christine and Paddison, Brendan (2019) Expert Leadership and Hidden Inequalities in Community Projets. In: Inequality and Organizational Practice. Palgrave Explorations in Workplace Stigma . Palgrave Macmillan, Cham, pp. 37-64. ISBN 9783030116439

[img]
Text (Expert_leader_and_hidden_inequalities_in_a_community_project_no_TC (1))
Expert_leader_and_hidden_inequalities_in_a_community_project_no_TC_1_.pdf - Accepted Version
Available under License Creative Commons Attribution-NonCommercial.

Download (322kB)

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.

Item Type:
Contribution in Book/Report/Proceedings
Subjects:
ID Code:
154415
Deposited By:
Deposited On:
14 May 2021 11:10
Refereed?:
Yes
Published?:
Published
Last Modified:
16 Jun 2021 11:02