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    Jacinda Ardern’s resignation: gender and the toll of strong, compassionate leadership
    (The Conversation Media Group Ltd, 2023-01-20) Wilson S
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    Leadership in extreme contexts : when survival is not enough! : a thesis presented in fulfilment of the requirements for the degree of Doctor of Philosophy in Emergency Management, Massey University, Wellington, New Zealand
    (Massey University, 2021) Pepperell, Bruce
    This research examines how people exercise authority during extreme contexts, establishes those capabilities and systems necessary to deliver effective outcomes during such situations, and investigates how, through effective leadership, society can leverage unfortunate events to thrive rather than merely survive. To achieve this, it was necessary to deconstruct the generic term leadership and examine the DNA of each of the various forms of exercising authority (including governance, leadership, management, and command). This revealed concepts that have become lost to contemporary leadership thought and a western theoretical spectrum that sometimes struggles to cope with the dynamism present in extreme contexts. Findings indicate that there is more to leadership than the characteristics and actions of a single individual and that it is not until the system, in its entirety is considered, that many of the opportunities for and challenges to successful mission completion are identified. Additionally, understanding the needs and aspirations of a broad spectrum of society is a necessary antecedent when compiling a list of those individual and collective capabilities required to generate successful outcomes. The study also highlights the importance of evolving perceptions of national security, arising from recent changes to sector definitions, and questions the current roles and utility, along with the fragmented nature, of standing national security assets. The conclusions are intended to complement the current body of scholarly leadership material by introducing the interactive Leadership Capstan to explain and shape the dynamic and complex forces at play during extreme contexts, breaking the leadership challenge into more manageable building blocks. The findings also identify those factors that are more likely to lead to thriving outcomes when the tendency is to address the presenting threats in a more transactional manner. This enhanced scholarly platform is then available to inform those development programmes charged with grooming future leaders and overcoming those deficiencies highlighted in the current policy instruments and structures that the nation employs during response operations.
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    Preparedness for and management of organisational disruption in New Zealand : a descriptive exploration from the human resource management perspective : a thesis submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Human Resource Management at Massey University, Palmerston North, New Zealand
    (Massey University, 2001) Ewing-Jarvie, Simon Antony
    Business continuity planning and crisis management are the main terms used to describe the processes that organisations undertake when faced with disruption. Despite the economic and social importance of maintaining effective commercial activity most related research has been focussed on civil emergency and natural disaster or accident. There are a limited number of studies into organisational preparedness and no large studies in New Zealand. In particular, no studies have been found that focus on the human resource elements of organisational disruption. This research has sought to answer these questions through mail surveys, interviews and subsequent analysis. It has utilised the general style of an established questionnaire from researchers at the University of Southern California's Centre for Crisis Management to survey 1000 New Zealand organisations over two consecutive years. In addition, techniques developed in the field of knowledge engineering have been applied to the transcripts of the interviews conducted with senior executives and these have been developed into the domain layer of a knowledge model. The findings highlight that New Zealand organisations are poorly prepared for the complexities of the hazardscape, which is the term applied to a full spectrum approach to crisis management. In addition, the attitudes that prevail are similar to those found in the United States study of 1992. However, some unique findings have also been established. In particular, the influence of the Polynesian cultures has influenced some organisational cultures in a fatalistic manner. There are clear divisions of performance between the public and private sector and also within the public sector. New Zealand executives appear to be very compliance focussed. These and other findings now require the confirmation that will result from a continuation of a longitudinal study.