Vice-principals as leaders: Role ambiguity and role conflicts faced by vice-principals in Singapore

2021 ◽  
pp. 174114322110025
Author(s):  
Jeanne Ho ◽  
Imran Shaari ◽  
Trivina Kang
Keyword(s):  
Qualitative Study ◽  
Role Ambiguity ◽  
Role Conflicts ◽  
Leadership Practice ◽  
Vice Principals ◽  
Sources Of Authority ◽  
Role Boundaries ◽  
Organisational Level

This article examines what vice-principals in Singapore experience as constraints to their leadership practice, and how they deal with these constraints, cognisant that role misalignment for vice-principals presents barriers to schools achieving optimal effectiveness. This qualitative study seeks to hear the voices of vice-principals, to uncover the contextual richness of their experiences through interviews with 28 vice-principals. Coding involved a mix of codes from the literature and from the interviews, with member checking of the findings. Vice-principals in Singapore face two main constraints: role ambiguity and role conflicts. These are mainly a structural issue, given the dual expectations of vice-principals to support their principals and to lead. The problems are heightened when there are clashes of values, with vice-principals conflicted between two sources of authority: administrative and professional. Framing the constraints faced by vice-principals under role ambiguity and role conflicts raises these constraints to a theoretical and organisational level. The study proposes a link between the concepts of role ambiguity and role boundaries and illustrates how role ambiguity and conflicts can be disempowering. However, the study also shows that ambiguity need not always be a constraint but can be positive under some conditions.

scholarly journals Shared leadership in voluntary sector organisations: exploring practice and theory development

2021 ◽  
Author(s):  
Henry Mumbi ◽  
Demola Obembe
Keyword(s):  
Qualitative Study ◽  
Stakeholder Theory ◽  
Shared Leadership ◽  
Leadership Practices ◽  
Theory Development ◽  
Collective Responsibility ◽  
Voluntary Sector ◽  
Leadership Practice ◽  
Low Level ◽  
High Level

This article investigates leadership practice in voluntary sector organisations (VSOs). Drawing on stakeholder theory and evidence from a qualitative study involving UK VSOs, it explores the manifestation of shared leadership practices and proposes a framework for more inclusive practices that enhance trust, accountability and collective responsibility. We find that certain stakeholders are more detached from processes of shared leadership than leaders in formal positions. Furthermore, involvement in leadership activity varies with status, with shared practices diminishing from trustees through to employees and volunteers, as trustees and employees are mainly involved in ‘high-level activities’ of the organisation while volunteers are involved in ‘low-level activities’. Our study poses a challenge to unitary and linear leadership models that present shared leadership as equally distributed in organisations.

scholarly journals Midwifery trained registered nurses' perceptions on their service: a qualitative study in Sri Lanka

2021 ◽  
Author(s):  
S. Jayathilake ◽  
V. Jayasuriya ◽  
H. Molligoda ◽  
R. Perera ◽  
K. Samarasinghe
Keyword(s):  
Sri Lanka ◽  
Qualitative Study ◽  
South Asian ◽  
Maternity Care ◽  
Scope Of Practice ◽  
Care Providers ◽  
Job Descriptions ◽  
Role Conflicts ◽  
Nurses Perceptions ◽  
Multi Disciplinary Team

The Midwifery Trained Registered Nurse (MTRN) is a part of the multi- disciplinary team of hospital based maternity care in Sri Lanka. MTRNs perform their duties by practice or tradition without clear job descriptions, thus exposing them to role conflicts within the team similar to other South Asian settings (Sharma, Johansson, Prakasamma, Mavalankar & Christensson, 2013). The MTRN´s scope of practice therefore needs to be carefully analysed in order to clarify their role, tasks and responsibilities. This study explores MTRN´s perceptions of their own profession as maternity care providers

scholarly journals An Investigation of Turkish Academics' Job Satisfaction, Role Stress and Intention to Leave

2021 ◽  
Vol 10 (3) ◽  
pp. 340-355
Author(s):  
Altan Doğan ◽  
Rıza Demir ◽  
Erman Türkmen
Keyword(s):  
Job Satisfaction ◽  
Role Ambiguity ◽  
Academic Staff ◽  
Intention To Leave ◽  
Role Stress ◽  
Demographic Variables ◽  
Role Conflicts ◽  
Number Of Children ◽  
Number Of Publications ◽  
The University

Like any other professional group, academic staff always faces various problems and difficulties while performing their duties. Revealing academics' current problems to solve them and ensuring that they are able to work efficiently and peacefully requires extensive research. Therefore, this study investigated the problems of academic staff working at Turkish universities and aimed to determine the current levels of job satisfaction, intention to leave, and role stress formed by role ambiguity and role conflict. The study also aimed to find out whether job satisfaction, role stress, and intention to leave differ according to academics' demographic characteristics. The gender, age, marital status, number of children, academic title, academic seniority, seniority at the university, type of university, field of study, department, administrative role, conducting academic studies abroad, teaching at different universities, average number of weekly courses in the last 3 years, and number of publications in the last 3 years were the demographic variables investigated in the study. The research was conducted on 3578 academics across Turkey. The results showed that academics' level of job satisfaction and role conflicts were moderate, their level of role ambiguity and intention to leave were low, and their level of role stress was low to moderate. It was also found that job satisfaction, role stress, and the intention to leave differed by some demographic variables.

scholarly journals Listening to Voices at the Educational Frontline: New Administrators’ Experiences of the Transition from Teacher to Vice-principal

2015 ◽  
Vol 24 (2) ◽  
Author(s):  
Denise Armstrong
Keyword(s):  
School Districts ◽  
Qualitative Study ◽  
Integrative Approach ◽  
Front Line ◽  
Policy Makers ◽  
Leadership Challenges ◽  
Vice Principals ◽  
Multiple Factors ◽  
Vice Principal

 This qualitative study examined the transition from teaching to administration through the voices four novice vice-principals. An integrative approach was used to capture the interaction between new vice-principals, their external contexts, and the resulting leadership outcomes. The data revealed that in spite of these new administrators’ intention to create better schools for all students, they encountered multiple factors that hindered their ability to achieve their leadership goals. Key obstacles included the ambiguous legal and institutional configuration of the vice-principalship, inadequate preparation for challenging front line managerial and disciplinary roles, and inappropriate transitional support. Through listening to new vice-principals voices and providing relevant preparation and coordinated supports, school districts and policy makers can improve this transition and address some of the leadership challenges facing schools.   

scholarly journals Stakeholder views of the development of a clinical quality registry for interventional radiology: a qualitative study

2022 ◽  
Vol 22 (1) ◽  
Author(s):  
Ylva Haig ◽  
Eli Feiring
Keyword(s):  
Interventional Radiology ◽  
Qualitative Study ◽  
Resistance To Change ◽  
Theoretical Domains Framework ◽  
Opportunity To Learn ◽  
Clinical Quality ◽  
Quality Registry ◽  
Quality In Healthcare ◽  
Effective Use ◽  
Role Boundaries

Abstract Background Clinical quality registries (CQRs) can likely improve quality in healthcare and research. However, studies indicate that effective use of CQRs is hindered by lack of engagement and interest among stakeholders, as well as factors related to organisational context, registry design and data quality. To fulfil the potential of CQRs, more knowledge on stakeholders’ perceptions of the factors that will facilitate or hamper the development of CQRs is essential to the more appropriate targeting of registry implementation and the subsequent use of the data. The primary aim of this study was to examine factors that can potentially affect the development of a national CQR for interventional radiology in Norway from the perspective of stakeholders. Furthermore, we wanted to identify the intervention functions likely to enable CQR development. Only one such registry, located in Sweden, has been established. To provide a broader context for the Norwegian study, we also sought to investigate experiences with the development of this registry. Methods A qualitative study of ten Norwegian radiologists and radiographers using focus groups was conducted, and an in-depth interview with the initiator of the Swedish registry was carried out. Questions were based on the Capability, Opportunity and Motivation for Behaviour Model and the Theoretical Domains Framework. The participants’ responses were categorised into predefined themes using a deductive process of thematic analysis. Results Knowledge of the rationale used in establishing a CQR, beliefs about the beneficial consequences of a registry for quality improvement and research and an opportunity to learn from a well-developed registry were perceived by the participants as factors facilitating CQR development. The study further identified a range of development barriers related to environmental and resource factors (e.g., a lack of organisational support, time) and individuallevel factors (e.g., role boundaries, resistance to change), as well as several intervention functions likely to be appropriate in targeting these barriers. Conclusion This study provides a deeper understanding of factors that may be involved in the behaviour of stakeholders regarding the development of a CQR. The findings may assist in designing, implementing and evaluating a methodologically rigorous CQR intervention.

scholarly journals Midwifery trained registered nurses' perceptions on their service: a qualitative study in Sri Lanka

2021 ◽  
Author(s):  
S. Jayathilake ◽  
V. Jayasuriya ◽  
H. Molligoda ◽  
R. Perera ◽  
K. Samarasinghe
Keyword(s):  
Sri Lanka ◽  
Qualitative Study ◽  
South Asian ◽  
Maternity Care ◽  
Scope Of Practice ◽  
Care Providers ◽  
Job Descriptions ◽  
Role Conflicts ◽  
Nurses Perceptions ◽  
Multi Disciplinary Team

The Midwifery Trained Registered Nurse (MTRN) is a part of the multi- disciplinary team of hospital based maternity care in Sri Lanka. MTRNs perform their duties by practice or tradition without clear job descriptions, thus exposing them to role conflicts within the team similar to other South Asian settings (Sharma, Johansson, Prakasamma, Mavalankar & Christensson, 2013). The MTRN´s scope of practice therefore needs to be carefully analysed in order to clarify their role, tasks and responsibilities. This study explores MTRN´s perceptions of their own profession as maternity care providers

Hangt een parallelle hiërarchie in ziekenhuizen samen met de prevalentie van pesten bij verpleegkundigen?

2007 ◽  
Vol 20 (2) ◽  
Author(s):  
Guy Notelaers ◽  
Hans De Witte ◽  
Lieven Demets
Keyword(s):  
Role Ambiguity ◽  
Direct Impact ◽  
Role Conflicts ◽  
The Relationship

Is a parallel hierarchy in hospitals related to mobbing among nurses? Is a parallel hierarchy in hospitals related to mobbing among nurses? G. Notelaers, H. De Witte & L. Demets, Gedrag & Organisatie, volume 20, June 2007, nr. 2, pp. 160-175 Leymann (1996) hypothesized that the parallel hierarchy in hospitals causes mobbing at work. He suggests that a parallel hierarchy creates role conflicts and role ambiguity. These stressors in turn result in mobbing at work among nurses. These hypotheses are tested in this study, in which we also test the assumption that role problems mediate the relationship between the parallel hierarchy and mobbing. Data (N=519) are gathered among nurses from two wards (surgery versus nursing after surgery), which differ strongly regarding the existence of a parallel hierarchy. Various models are compared and tested via Lisrel. The model, in which partial mediation is suggested, fits the data best. The relationship between a parallel hierarchy and mobbing is partly mediated by role problems. Especially role conflicts are relevant, even though also role ambiguity plays an indirect role. A parallel hierarchy has also a limited direct impact on mobbing. The results show that mobbing is primarily related to role conflicts.  

Exploring management accountants’ role conflicts and ambiguities and how they cope with them

2018 ◽  
Vol 15 (4) ◽  
pp. 410-436 ◽  
Author(s):  
Seán Byrne ◽  
Bernard Pierce
Keyword(s):  
Role Ambiguity ◽  
Role Theory ◽  
Role Expectations ◽  
Structured Interviews ◽  
Role Conflicts ◽  
Content Type ◽  
Management Accountants ◽  
Depth Analysis ◽  
Core Concepts

Purpose The aim of this study is to explore the nature of the expectations of operations managers (OMs) and the enacted roles of management accountants (MAs) and to understand how MAs construct roles around these expectations. Design/methodology/approach A qualitative design draws upon company documentation and 36 semi-structured interviews with MAs and OMs. The study uses role theory as a theoretical lens with its core concepts of role expectations, role conflict and role ambiguity. The design draws from role theory’s original development and testing to pair particular roles of MAs with particular roles of OMs in operational settings. Findings The findings indicate that there are a number of different forms of OMs’ expectations giving rise to role conflicts and role ambiguity for the roles of MAs. OMs’ expectations were identified as conflicting expectations, ambiguous expectations, overloaded expectations and underloaded expectations. MAs construct roles in different ways around these OMs’ expectations, including prioritising the line function, competence deployment, non-accommodation and communication. Factors moderating OMs’ expectations are also identified, including characteristics of the OM and the role of the finance manager. Research limitations/implications The study is based on an in-depth investigation of a small number of roles of MAs paired with OMs, and no assurances can therefore be given regarding generalisability of the findings. Practical implications The results provide an understanding of the varied nature of expectations that OMs have of MAs and mechanisms through which MAs can address these expectations. It suggests ways in which both MAs and OMs in operational settings can reduce conflicts and ambiguities. Originality/value This paper provides an in-depth analysis of the expectations of OMs in relation to the roles of MAs and contributes to the literature on the roles of MAs using role theory. It shows how different forms of OMs’ expectations have related mechanisms used by MAs to navigate these expectations through role constructions.

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