Hdl Handle:
http://hdl.handle.net/10149/95807
Title:
Leadership development in social housing: A research agenda
Authors:
Ward, C. (Carolyn); Blenkinsopp, J. (John); McCauley-Smith, C. (Catherine)
Affiliation:
University of Teesside. The Business School.
Citation:
Ward, C., Blenkinsopp, J. and McCauley-Smith. C. (2010) 'Leadership development in social housing: A research agenda', Journal of European Industrial Training, 34 (1), pp.38-53.
Publisher:
Emerald
Journal:
Journal of European Industrial Training
Issue Date:
Jan-2010
URI:
http://hdl.handle.net/10149/95807
DOI:
10.1108/03090591011010307
Abstract:
Purpose - The purpose of this paper is to develop a research agenda to underpin leadership development activity in the social housing sector, in the light of an identified need for effective leadership in this sector owing to the continual reform and changes it faces. Design/methodology/approach - A literature review is conducted by searching a number of business and management, along with social sciences, databases and texts with the primary focus being leadership and management in social housing. Secondary focus is based around public sector organisations and agencies such as the police and education owing to lack of research in social housing. Findings - There is a pressing need for leadership development in social housing, yet there is a limited evidence base from which to develop effective development interventions. The most relevant models of leadership appear to be those which focus on inter-organisational and cross-sector collaboration, but further research is required to develop a clearer picture of the nature of the leadership challenge within this sector. Research limitations/implications - The paper is only seen as a first stage as it attempts to draw from what has been already published. The paper develops the own research agenda for a second phase of empirical research in order to continue the debate further. Originality/value - The paper adds to the discussion and debate around leadership in general but more crucially brings to the surface a number of questions not posed previously that involve the starting-point for detailed empirical research. Relevant case examples exist within the National Health Service and education, but social housing has remained immune from this up until now.
Type:
Article
Language:
en
Keywords:
development; housing; leadership; public sector organizations; United Kingdom
ISSN:
0309-0590
Rights:
Author can archive post-print (ie final draft post-refereeing). For full details see http://www.sherpa.ac.uk/romeo/ [Accessed 07/04/2010]
Citation Count:
0 [Scopus, 07/04/2010]

Full metadata record

DC FieldValue Language
dc.contributor.authorWard, C. (Carolyn)en
dc.contributor.authorBlenkinsopp, J. (John)en
dc.contributor.authorMcCauley-Smith, C. (Catherine)en
dc.date.accessioned2010-04-07T08:47:06Z-
dc.date.available2010-04-07T08:47:06Z-
dc.date.issued2010-01-
dc.identifier.citationJournal of European Industrial Training; 34 (1): 38-53en
dc.identifier.issn0309-0590-
dc.identifier.doi10.1108/03090591011010307-
dc.identifier.urihttp://hdl.handle.net/10149/95807-
dc.description.abstractPurpose - The purpose of this paper is to develop a research agenda to underpin leadership development activity in the social housing sector, in the light of an identified need for effective leadership in this sector owing to the continual reform and changes it faces. Design/methodology/approach - A literature review is conducted by searching a number of business and management, along with social sciences, databases and texts with the primary focus being leadership and management in social housing. Secondary focus is based around public sector organisations and agencies such as the police and education owing to lack of research in social housing. Findings - There is a pressing need for leadership development in social housing, yet there is a limited evidence base from which to develop effective development interventions. The most relevant models of leadership appear to be those which focus on inter-organisational and cross-sector collaboration, but further research is required to develop a clearer picture of the nature of the leadership challenge within this sector. Research limitations/implications - The paper is only seen as a first stage as it attempts to draw from what has been already published. The paper develops the own research agenda for a second phase of empirical research in order to continue the debate further. Originality/value - The paper adds to the discussion and debate around leadership in general but more crucially brings to the surface a number of questions not posed previously that involve the starting-point for detailed empirical research. Relevant case examples exist within the National Health Service and education, but social housing has remained immune from this up until now.en
dc.language.isoenen
dc.publisherEmeralden
dc.rightsAuthor can archive post-print (ie final draft post-refereeing). For full details see http://www.sherpa.ac.uk/romeo/ [Accessed 07/04/2010]en
dc.subjectdevelopmenten
dc.subjecthousingen
dc.subjectleadershipen
dc.subjectpublic sector organizationsen
dc.subjectUnited Kingdomen
dc.titleLeadership development in social housing: A research agendaen
dc.typeArticleen
dc.contributor.departmentUniversity of Teesside. The Business School.en
dc.identifier.journalJournal of European Industrial Trainingen
ref.citationcount0 [Scopus, 07/04/2010]en
or.citation.harvardWard, C., Blenkinsopp, J. and McCauley-Smith. C. (2010) 'Leadership development in social housing: A research agenda', Journal of European Industrial Training, 34 (1), pp.38-53.-
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