Journal Articles
Permanent URI for this collectionhttps://mro.massey.ac.nz/handle/10179/7915
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Item The value of virtue: 7 reasons why Volodymyr Zelenskyy’s crisis leadership has been so effective(The Conversation Media Group Ltd, 2022-04-29) Wilson S; Newstead TItem Artists recreating our world with Rachmaninoff as a guide and partner(AccScience Publishing, 2024-03-04) Bathurst RThis paper proposes that artists be at the forefront of community recovery in our post-COVID-19 world. To achieve this proposition, it delves into the early professional life of the renowned Russian composer and pianist Sergei Rachmaninoff (1873 – 1943), notably focusing on his sense of failure after the premiere of his first symphony and his subsequent recovery. It examines the importance of mentors who support professionals through early career mistakes, the significance of learning the limits of risk-taking, and the value of failure as guidance for development. Rachmaninoff’s contribution to humanity is profound, as evidenced by the enduring performance of his music in concert halls around the globe, making him an appropriate guide and partner in fulfilling the recovery agenda.Item Developing a model for primary care quality improvement success: a comparative case study in rural, urban and Kaupapa Māori organisations(CSIRO Publishing on behalf of The Royal New Zealand College of General Practitioners, 2023-08-14) Cullen J; Childerhouse P; Jayamaha N; McBain L; Goodyear-Smith FIntroduction: Primary care is under pressure to achieve accessible, equitable, quality health care, while being increasingly under resourced. There is a need to understand factors that influence quality improvement (QI) to support a high-performing primary care system. Literature highlights the impact of context on QI but there is little primary care research on this topic. Aim: This qualitative case study research seeks to discover the contextual factors influencing QI in primary care, and how the relationships between contextual factors, the QI initiative, and the implementation process influence outcomes. Methods: The Consolidated Framework for Implementation Research was used to frame this qualitative study exploring primary care experiences in depth. Six sites were selected to provide a sample of rural, urban and Kaupapa Māori settings. Qualitative data was collected via semi-structured interviews and compared and contrasted with the organisational documents and data provided by participants. Results: Cases reported success in achieving improved outcomes for patients, practices, and staff. Strong internal cultures of 'Clan' and 'Adhocracy' typologies supported teamwork, distributed leadership, and a learning climate to facilitate iterative sensemaking activities. To varying degrees, external network relationships provided resources, knowledge, and support. Discussion: Organisations were motivated by a combination of patient/community need and organisational culture. Network relationships assisted to varying degrees depending on need. Engaged and distributed leadership based on teamwork was observed, where leadership was shared and emerged at different levels and times as the need arose. A learning climate was supported to enable iterative sensemaking activities to achieve success.Item The Losses of Leadership? Masks, Mirrors and Meaning when Leading in Higher Education(Journal of Higher Education Policy And Leadership Studies, 2024-09-30) Quinton J; Brabazon TLeadership – as a noun, trope, imperative, directive and proxy - is used repetitively in higher education. It is an empty signifier. While noting this lack of definitional clarity, leadership roles in universities remain competitive and coveted. Titles, salaries and profile follow. Within universities, the attributes of successful leaders are rarely studied. Instead, Goffmanesque frontstages are assembled that construct a seamless story of promotion and achievement. This positional power subverts accountability, transparency and scrutiny. These frontstages mask, minimize and decentre failures, inconsistencies and detours that deflect from a crisp narrative of success. There are also losses in and from leadership. This theoretical article deploys distinctive and provocative literature from outside of the United States, United Kingdom, and Canada. Activating the leadership research from Aotearoa / New Zealand, the Philippines, China, Iran, and Saudi Arabia, this article investigates the consequences of marginalizing academic success in teaching and research as a requirement for leadership roles and positions. This article shows that communication skills are more significant in creating organizational success than neoliberal-framed financial ‘management.’ With little attention to followership or failures, what is lost from leadership?Item Lowering hospital walls to achieve health equity(BMJ Publishing Group Ltd, 2018-09-20) Matheson A; Bourke C; Verhoeven A; Khan MI; Nkunda D; Dahar Z; Ellison-Loschmann LHospitals have evolved to become integral and dominant components of health systems, although their functions, organisation, size, degree of centralisation, and resourcing varies across countries. Despite this diversity, hospitals are generally focused on providing services for sick people rather than prevention. Although many have shown the capacity to quickly adopt new technologies, especially for diagnosing and managing illness, achieving institutional change to tackle the systemic causes of health inequities has proved much more difficult. We argue that the actions of hospitals contribute to health inequities. This is important given that hospitals hold an inordinate share of power, resources, and influence within health and community systems—while primary care and prevention are consistently undervalued and underfunded. We draw on four opportunistically selected country case examples to show the role that hospitals can play in overcoming systemic barriers to health equity. Each example highlights health sector actions taken for particular population groups: women and children in Pakistan and Rwanda and the indigenous peoples of Australia and New Zealand.Item How research agendas are framed: Insights for leadership, learning and spillover in science teams(Elsevier B V, 2024-09) O'Kane C; Mangematin V; Zhang JA; Haar JResearch agendas in science are fundamentally important to the generation of new knowledge and innovation. Yet, there remains a lack of scholarly attention and poor understanding on how science teams engage with research agendas in ways that influence their development. New insights are needed to better understand the factors that contribute to research agenda development and adaptation. In this paper, we draw on the framing perspective to explore how research agendas are framed in science teams over time. Research agendas can be understood as collective action frames within science teams that mobilize, guide, and coordinate the transformation of innovative but abstract science aspirations into something more concrete. Our research utilises a longitudinal case study analysis of two science teams over seven years (2016–2022). Our findings provide several new insights. First, we detail two ways in which research agendas are framed. Through centralised framing, research agendas are embodied and dictated by a visionary science team leader. In contrast, through decentralised framing, team leadership is weakly enacted and multiple team members discuss and deliberate the composition and direction of the research agenda. Second, we show centralised and decentralised approaches to framing enable and constrain the reframing and transformation of research agendas. Third, we demonstrate centralised and decentralised framing of research agendas are respectively stabilised by passive and active team learning environments across three areas: research agenda responsibility and accountability, nature of autonomy, and leadership development pathways. Finally, we theorise that, to enhance spillover, leaders who centralise framing of the research agenda need to balance between the benefits of reframing efficiency, and enabling greater team interaction and opportunities for S&T human capital development. On the other hand, when framing of research agendas is decentralised, team leaders need to balance between the benefits of team collaboration and leader development, and path dependent decision making. These insights lead to propositions that offer implications for theory and practice.Item Comparing empowering, transformational, and transactional leadership on supervisory coaching and job performance: A multilevel perspective.(The Institute of Psychology, Chinese Academy of Sciences and John Wiley & Sons Australia Lt, 2020-10) Lee MCC; Ding AYLWith a leader being able to possess different types of leadership styles, there is a lack of literature investigating which leadership style best facilitates supervisory coaching behavior. The current study aimed to investigate which leadership style would exhibit supervisory coaching behavior, and if supervisory coaching behavior would mediate the relationship between leadership styles and job performance. The study compared the effects of three leadership styles-transformational, transactional, and empowering leadership-on supervisory coaching behavior, which has been reported to influence job performance. A multilevel approach was adopted in this study using 500 employees from 65 organizations within Malaysia. The study found that only empowering and transactional leadership styles exhibited supervisory coaching behavior, which in turn mediated their relationships with job performance. Overall, the findings suggest the importance of leadership styles that prioritize employee development, as these would lead to improved job performance in employees.Item Is the Utility of the GLIM Criteria Used to Diagnose Malnutrition Suitable for Bicultural Populations? Findings from Life and Living in Advanced Age Cohort Study in New Zealand (LiLACS NZ)(Springer Nature, 2023-01) MacDonell SO; Moyes SA; Teh R; Dyall L; Kerse N; Wham CObjectives To investigate associations between nutrition risk (determined by SCREEN-II) and malnutrition (diagnosed by the GLIM criteria) with five-year mortality in Māori and non-Māori of advanced age. Design A longitudinal cohort study. Setting Bay of Plenty and Lakes regions of New Zealand. Participants 255 Māori; 400 non-Māori octogenarians. Measurements All participants were screened for nutrition risk using the Seniors in the Community: Risk Evaluation for Eating and Nutrition (SCREEN-II). Those at high nutrition risk (SCREEN-II score <49) had the Global Leadership Initiative in Malnutrition (GLIM) criteria applied to diagnose malnutrition or not. Demographic, physical and health characteristics were obtained by trained research nurses using a standardised questionnaire. Five-year mortality was calculated from Government data. The association of nutrition risk (SCREEN-II) and a malnutrition diagnosis (GLIM) with five-year mortality was examined using logistic regression and cox proportional hazard models of increasing complexity. Results 56% of Māori and 46% of non-Māori participants had low SCREEN-II scores indicative of nutrition risk. The prevalence of GLIM diagnosed malnutrition was lower for both Māori and non-Māori (15% and 19% of all participants). Approximately one-third of participants (37% Māori and 32% non-Māori) died within the five-year follow-up period. The odds of death for both Māori and non-Māori was significantly lower with greater SCREEN II scores (better nutrition status), (OR (95% CI); 0.58 (0.38, 0.88), P < 0.05 and 0.53 (0.38, 0.75), P < 0.001, respectively). GLIM diagnosed malnutrition was not significantly associated with five-year mortality for Māori (OR (95% CI); 0.88 (0.41, 1.91), P >0.05) but was for non-Māori. This association remained significant after adjustment for other predictors of death (OR (95% CI); 0.50 (0.29, 0.86), P< 0.05). Reduced food intake was the only GLIM criterion predictive of five-year mortality for Māori (HR (95% CI); 10.77 (4.76, 24.38), P <0.001). For non-Māori, both aetiologic and phenotypic GLIM criteria were associated with five-year mortality. Conclusion Nutrition risk, but not malnutrition diagnosed by the GLIM criteria was significantly associated with mortality for Māori. Conversely, both nutrition risk and malnutrition were significantly associated with mortality for non-Māori. Appropriate phenotypic criteria for diverse populations are needed within the GLIM framework.Item Does leadership style differ between a post-disaster and non-disaster response project? A study of three major projects in New Zealand(MDPI (Basel, Switzerland), 2019-09) Witton F; Rasheed EO; Rotimi JOBPurpose–The leadership styles of three major infrastructure projects within New Zealand were determined and comparatively analysed to ascertain whether the leadership style employed in a post-disaster recovery project would differ significantly from a normal infrastructure project. A multifactor leadership questionnaire was administered to project leaders and personnel of the three infrastructure projects. The statistically significant differences (p < 0.05) in leadership styles were determined using one-way ANOVA analytical tool in STATISTICA 13. Results showed all three projects have strong transformational and transactional leadership traits. There were similarities in leadership style amongst the projects. None of the projects had a significant laissez-faire leadership style. Hence there is no significant difference in leadership style between a disaster recovery project and a normal project. Plausible reasons and implications are provided to support these findings. This study provides insight into leadership styles employed in projects in New Zealand, which could assist in the decision-making process for new and existing projects. Future studies could investigate the effect a combination of leadership styles will have on project success and staff retention. More studies are required across New Zealand to verify the generalizability of the current study findings.