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    Thriving in clinical veterinary practice : a strengths-based, qualitative investigation of thriving in clinical veterinarians in Aotearoa New Zealand : a thesis presented for the degree of Doctor of Philosophy in Veterinary Science at Massey University, Manawatū, New Zealand
    (Massey University, 2025-11-21) Cantley, Charlotte Emily Louise
    Veterinarians play an important role in society, contributing to animal health, public health, and environmental sustainability. However, there is growing international concern about the well-being and workforce stability of veterinarians, particularly those working in clinical practice. Much of the existing research has focused on the negative impact of veterinary work on well-being, emphasising that veterinarians experience high levels of psychological distress and burnout. However, there is a lack of understanding of what enables veterinarians not only to cope in clinical practice but also to thrive and enjoy fulfilling careers. This research employed a qualitative approach, grounded in positive psychology, to explore the factors that help veterinarians thrive in clinical practice. Using in-depth, semi-structured interviews, this research investigated the lived experiences of clinical veterinarians in Aotearoa New Zealand, to identify the factors that contribute to a fulfilling and sustainable career. Participants across the three studies represented veterinarians from a wide range of clinical practice types, including companion animal, production animal, equine, and mixed practice. They included late-career veterinarians (n = 19), new and recent graduates (n = 22), and mid-late career veterinarians who were not practice owners or senior managers (n = 29). Reflexive thematic analysis was utilised to identify key themes from the data. Three final key concepts emerged as critical to thriving in veterinary clinical practice: positive leadership, a psychologically safe clinic culture, and a strong sense of purpose and meaning in work, referred to as the “3Ps” of thriving. For early-career veterinarians, positive mentorship in a psychologically safe environment was crucial for developing confidence, self-efficacy, and a professional identity suitable for general practice. Mid- and late-career veterinarians who experienced positive leadership and a healthy, safe workplace culture reported an evolving sense of purpose that included providing care to patients and expanded to encompass mentoring and supporting others in the profession, as well as philanthropic work and community commitment. These veterinarians expressed high levels of engagement and were often motivated by fostering thriving in others. The attitudes and behaviours of clinic managers were noted as particularly important. Thus, a thriving veterinary career can be considered an odyssey — a long, transformative journey shaped by challenges, growth, and continuous learning. It reflects an evolving sense of purpose, making the role of a clinical veterinarian far more than just a job. Based on these findings, a practical framework of evidence-based recommendations was designed to foster thriving throughout a veterinarian’s career. These recommendations target three levels of influence: the individual, the clinic, and the broader veterinary profession, and may help address the ongoing issues of recruitment and retention in veterinary practice. This research provides valuable insights into the benefits of pursuing a clinical career, contributing to the growing body of literature on positive well-being in the veterinary field. It highlights the importance of leadership and psychological safety — topics that have received relatively little attention in veterinary contexts — and shows how they enable veterinarians to find purpose and meaning in their work. Importantly, the research highlights that fostering thriving is a collective responsibility, shared between veterinary businesses, individual veterinarians, and the profession as a whole.
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    What makes for a good political leader – and how can we tell before voting?
    (The Conversation Media Group Ltd, 2023-10-12) Wilson S
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    The interface between ethical leadership and food safety culture in Aotearoa New Zealand food businesses : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy, School of Management, Massey University, Palmerston North, New Zealand
    (Massey University, 2025-05-20) Newport-Smith, Wendy
    Measuring, evaluating and improving food safety culture is a priority for Aotearoa New Zealand food businesses. This is driven by the desire to produce food of the highest quality that safeguards consumers, protects the reputation of New Zealand Inc., and meets the requirements of international standards and regulations. This is the first in-depth qualitative investigation into food safety culture and ethical leadership in Aotearoa New Zealand food businesses, including some of this country’s largest food exporters. Using a mixed methods approach this research has provided unique, contemporary understanding and insights, while simultaneously providing a novel contribution to the body of knowledge. Two research workstreams were used; the first a quantitative workstream involving a voluntary survey of manufacturing and distribution employees in New Zealand’s largest food business; a dataset of responses to food safety and ethical leadership questions from 1181 individuals. Using Principal Component Analysis (PCA) applied to Lickert-scale variables, combined with multivariable modelling, this research found a positive relationship between food safety culture and ethical leadership and evidence for differences in responses according to several respondee characteristics. These included associations between PCA coordinates that captured variation in individual responses to food safety and ethical leadership questions, and the supplementary variables: role (e.g. staff or supervisor), site and gender. Ethical leadership has been shown to improve effectiveness, performance and safety at an organisational and individual level. Therefore strategies to improve ethicality across Aotearoa New Zealand food businesses in order to improve food safety culture and ensure safer food outcomes are suggested: consultatively developing organisational values which are well communicated and lived; ensuring ethical considerations when hiring staff; ethical considerations when setting expectations, and in training and mentoring staff and managing performance processes including the use of consequences; and modelling good behaviour, making fair decisions, ensuring open, clear communication and giving employees a voice. While largely positive, the quantitative strand did reveal a level of dissatisfaction with both ethical leadership and food safety culture, suggesting room for improvement. Further research is needed to better understand management’s, supervisors’ and workers’ perspectives on both aspects. The second workstream involved one-on-one semi-structured interviews with 32 founders, owners and senior food safety and quality personnel from 31 Aotearoa New Zealand food companies with thematic data analysis resulting in five key themes: Values; Responsible Stewardship of Natural Resources; Māori Worldview; Ecosystem Pressures and Leadership. The issues identified to be important to Aotearoa New Zealand food businesses include: individual, managerial and organisational values; leadership and management commitment in influencing organisational, food safety and ethical climate and culture; inter-generational value-creation, sustainable practice and acting as kaitiakitanga meaning guardianship or protection. This research has also provided insight into the drivers for and primary challenges related to food safety for Aotearoa New Zealand food businesses. This research has contributed to an up-to-date understanding of the characteristics of ethical leaders in Aotearoa New Zealand, who, according to this study, are humble, honest, respect indigenous Māori values, and are not corrupt. They have a degree of relatedness, care about our natural environment, have a strong sense of identity or place, are collaborative, are fair, and are accountable. Our size, Indigenous Māori worldview, and our geographical isolation contribute to the unique interpretation and application of these leadership characteristics in Aotearoa New Zealand. Several limitations are acknowledged, not the least of which was the context for this research which began at the outset of the global pandemic, with both positive and negative consequences. The use of one, albeit large food business in the quantitative workstream is noted, as is the focus of the participants in the qualitative workstream. Broadening this research to all hierarchical levels in several food businesses would be of benefit, and this is one of a number of research recommendations for the future. The positive correlation between ethical leadership and food safety culture found in this research suggests that maintaining and improving the ethicality of leaders within Aotearoa New Zealand food businesses may positively influence food safety culture and therefore, the production of safer food.
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    Developing a model for integrated leadership succession planning in Post-Settlement Governance Entities : a praxis approach : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy at Massey University, Manawatū, New Zealand
    (Massey University, 2025-04-27) McCurdy, Lynette
    The thesis examines key factors that influence leadership succession planning in Post-Settlement Governance Entity in Aotearoa New Zealand. The research was made possible through the long-standing relationship between iwi organisation, Te Rūnanga o Ngā Wairiki Ngāti, a Post-Settlement Governance Entity (PSGE) and me, a non-Indigenous, non-Iwi business researcher (NIR). The context for the research method is based on how a NIR and an iwi organisation can approach a research project together. The research is framed by two questions. Research Question 1 asks ‘How should a NIR approach research with an iwi organisation?’ (RQ1) and Research Question 2 asks ‘What factors influence leadership succession in PSGEs?’(RQ2). The research makes two significant contributions. In response to RQ1, the Framework for non-Indigenous Research Praxis (the Framework) represents a new model for non-Indigenous research not previously described in the literature. The Framework makes important contributions in the fields of non-Indigenous research methods and applied approaches to Kaupapa Māori research. The Framework aligns the NIR with Kaupapa Māori research principles and opens a space for NIRs to consider if, and how, they can make effective contributions in Indigenous research settings, as guided by their Indigenous research partners. RQ2 opens a comprehensive exploration of key factors that influence leadership succession in PSGEs. The response to RQ2 is the development of Te Aka Matua o Iwi Rua—Leadership Succession Model for Te Rūnanga o Ngā Wairiki Ngāti Apa (the Model). The thesis considers leadership succession planning from a strategic organisational risk perspective and offers a detailed and adaptive model for an integrated approach to leadership succession planning and risk mitigation for the Rūnanga. The research makes a significant contribution to the field of leadership succession planning in PSGEs.
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    Artists recreating our world with Rachmaninoff as a guide and partner
    (AccScience Publishing, 2024-03-04) Bathurst R
    This 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.
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    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 F
    Introduction: 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.
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    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 T
    Leadership – 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?