Change Leadership at Local Self-Government in the Context of COVID-19: The Case Study of Lithuanian Municipal Administration

This case study illustrates how the leaders of a small, rural hospital were able to successfully introduce and institutionalize a strategic change in information technologies. Our work briefly reviews strategic change leadership and common theories of innovation and governance. We then present a case study investigating how a hospital’s top management team used managerial discretion to create and institutionalize a strategic information technology (IT) innovation.

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Assessing adaptive capacity of institutions to climate change: A comparative case study of the Dutch Wadden Sea and the Venice Lagoon

Climate Law ◽

10.1163/cl-2011-035 ◽

2011 ◽

Vol 2 (2) ◽

pp. 219-250 ◽

Cited By ~ 8

Author(s):

Stefania Munaretto ◽

Judith E. M. Klostermann

Keyword(s):

Adaptive Capacity ◽

Wadden Sea ◽

Climate Adaptation ◽

Venice Lagoon ◽

Change Leadership ◽

Decision Processes ◽

Comparative Case Study ◽

Learning Capacity ◽

Governance Systems

In this study we assess the adaptive capacity of relevant institutions for ecosystems and environmental management in two complex systems: the Dutch Wadden Sea and the Venice Lagoon. A new tool called the Adaptive Capacity Wheel (ACW) is used to diagnose strengths and weaknesses in the institutional systems in these two areas. An overview of both strengths and weaknesses leads to a better understanding of the system of governance and enhances the discussion of how it can be improved. The ACW identifies six dimensions that are relevant for the adaptive capacity of a society, according to the literature on climate adaptation and governance. They are variety, learning capacity, room for autonomous change, leadership, availability of resources, and fair governance. Then, we compare the two cases drawing attention to the physical and institutional similarities and differences that could explain the level of adaptive capacity we found. In this study, the physical and economic characteristics of the two regions proved to be quite similar, while the institutional system was very different. These two different governance systems, however, lead to a similarly low level of adaptive capacity. In theWadden, decision processes are slowed down because of a lack of authority and leadership. On the dimension of learning, the Wadden case scores positively. In Venice, lack of cooperation and accountability limit learning. Venice scores well on the autonomous ability to change. We conclude that in both cases there is a lot to be improved and that the two regions can learn from each other. Venice could, for example, improve learning with structures similar to those in theWadden, such as theWadden Academy. TheWadden area could learn from Venice about how to inform the larger public on potential flooding.

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Assessment and change leadership in an academic library department: a case study

Reference Services Review ◽

10.1108/rsr-05-2013-0028 ◽

2014 ◽

Vol 42 (1) ◽

pp. 148-164 ◽

Cited By ~ 4

Author(s):

Toni M. Carter

Keyword(s):

Organizational Change ◽

Academic Libraries ◽

Integrated Assessment ◽

Academic Library ◽

Change Leadership ◽

Change Model ◽

Leadership Change ◽

Content Type ◽

Change Models

Purpose – The purpose of this paper is to report an academic library's efforts to introduce course-integrated assessment into its library instruction program. Applying a leadership change model to the process allows for a step-by-step examination of both organizational change and the creation of cultures of assessment. Design/methodology/approach – Over a period of three years, course-integrated assessment was introduced into an academic library's instruction program. Rather than implementing rapid, superficial change, the process focused on transforming librarians' thoughts and feelings about their teaching and student learning. Dr John P. Kotter's eight-step process for leading organizational change is applied to explain the methodology. Findings – Kotter's leadership change model provides a suitable framework for organizing and implementing organizational change within an academic library. However, the use of his method to create and sustain cultures of assessment proves questionable. This may not be fault of his method, but a combination of a less than perfect application of his process and unrealistic expectations of how cultures of assessment develop and function. Research limitations/implications – The paper focuses on one unit within an academic library, rather than an academic library as a whole. Practical implications – Changing organizational culture, creating cultures of assessment, and/or implementing course-integrated assessment exemplify some of the challenging tasks academic libraries face in their mission to prove value. This case study provides a candid discussion of both successes and obstacles encountered in using a change leadership model to address each of these. It may also inspire other possible uses of such a model within academic libraries. Originality/value – According to Meredith Farkas, investigations into the application of leadership change models to build and sustain cultures of assessment within academic libraries do not exist in the literature.

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Change leadership: case study of a global energy company

Strategic Change ◽

10.1002/jsc.838 ◽

2009 ◽

Vol 18 (1-2) ◽

pp. 45-58 ◽

Cited By ~ 5

Author(s):

Malcolm Higgs ◽

Deborah Rowland

Keyword(s):

Change Leadership ◽

Global Energy ◽

Energy Company

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Multiplicity in Municipal Administration and Its Implication on Urban Planning Functions in Nigeria

International Journal of Social Ecology and Sustainable Development ◽

10.4018/ijsesd.2021010101 ◽

2021 ◽

Vol 12 (1) ◽

pp. 1-11

Author(s):

Oluwole Daramola ◽

Ayodeji Olatunji ◽

Ademola A. Akanmu ◽

Adewale Yoade ◽

Deborah Bunmi Ojo ◽

...

Keyword(s):

Urban Planning ◽

Conflict Of Interest ◽

The State ◽

Operational Parameters ◽

Legislative Reform ◽

Municipal Administration ◽

Multiple Components ◽

The Relationship ◽

Activity Areas

This study assessed the effects of multiple components of municipal administrations on the functions of urban planning agencies in Nigeria, using Osun State as the case study. It examined the profile of the professionals across the levels of planning agencies in the state, the key activity areas of the planning agencies, operational parameters of the planning agencies, and the relationship between the planning agencies. Data used for the study were sourced from questionnaire administered on the heads of all the 35 planning agencies in the state. The study revealed that the agencies experienced conflict of interest in their operations and the reason for that was mostly jurisdictional. Also, the agencies seldom related with one another. The study concluded that the structure of municipal administration in Nigerian is responsible for proliferation of planning agencies and, consequently, the duplication of planning functions in the state, nay, Nigeria. It recommended, among others, legislative reform for effective municipal administration in the state and Nigeria, as a whole.

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Leadership and change implementation in a Russian context

Journal of General Management ◽

10.1177/0306307018780406 ◽

2018 ◽

Vol 44 (1) ◽

pp. 5-16 ◽

Cited By ~ 2

Author(s):

Frank Levene ◽

Malcolm Higgs

Keyword(s):

Leadership Style ◽

Strategic Change ◽

Change Leadership ◽

Leadership Theory ◽

Change Implementation ◽

Relational Leadership ◽

Effective Change ◽

Directive Style ◽

Leadership And Change

Leadership literature suggests that the transfer of leadership theory to non-US/Anglo-centric cultures may lead to findings that are different from current ones. Indeed, it is proposed that a dominant national culture will impact both the enacted leadership style and the followers’ expectations and acceptance of such a leadership style. Within the emerging literature on relational and change leadership, there is little consideration of the differing impact of leader behaviours in non-Western cultures. This study addresses both these gaps, through a case study that explores leadership styles and strategic change implementation within a Russian context that is seen as being directive and autocratic. The nature and impact of leadership in the context of change in Russian organizations is explored in this article, using a case-study design. Based on 20 interviews conducted in three organizations, we report findings which suggest, in a Russian context, that a more relational leadership style is more effective, and more likely to be accepted by followers, in implementing strategic change than a more ‘typical’ autocratic and directive style. The article contributes to leadership theory by providing clear empirical evidence of the value of a relational style in non-Western settings in ensuring effective change implementation.

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Capacidad de Gestión Administrativa de los Municipios Peruanos: Estudio Comparado de Seis Municipios de la Región Ica

Revista Portuguesa de Ciência Política / Portuguese Journal of Political Science ◽

10.33167/2184-2078.rpcp2020.13/pp.107-120 ◽

2020 ◽

Vol 13 ◽

pp. 107-120

Author(s):

Augusto Girao ◽

◽

Keyword(s):

Organizational Structures ◽

Basic Structure ◽

Municipal Governments ◽

Municipal Administration ◽

Material Resources ◽

Administrative Management ◽

Management Capacity ◽

Administrative Units

This article analyzes the capacity of administrative management of Peruvian municipalities, taking as a case study six municipalities of the Ica Region. The administrative capacities of the municipal governments can be assessed based on the analysis of their municipal organizational structures. For the analysis of this, 3 indicators were established: municipal management and planning, human resources and material resources. The indices show that the management capacities of the municipalities under study are in a deficient situation. As a consequence, there is no defined course of the municipal administration, since the management is directed to address everything without an improvised plan in the long term. Likewise, there is a lack of interest on the part of municipal officials to innovate and improve the administrative management capacity of their respective municipalities. Above all, functions related to planning, management of administrative units of municipal basic structure and municipal administrative systems, which is seen with greater emphasis in rural municipalities, according to the data shown.

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Change Leadership During Hospital Mergers: A Case Study of the Formation of Alberta Health Services

South Asian Journal of Business and Management Cases ◽

10.1177/2277977914525285 ◽

2014 ◽

Vol 3 (1) ◽

pp. 77-87

Author(s):

Marcia A. Docherty

Keyword(s):

Public Support ◽

Chief Executive ◽

Change Leadership ◽

Front Line ◽

Hospital Mergers ◽

Organizational Issues ◽

Effective Change ◽

Document Review ◽

Alberta Health

In the spring of 2008, the Alberta government consolidated nine health regions and three provincial programmes to become the largest health authority in Canada. The Chief Executive Officer (CEO) hired to lead this new organization was terminated with less than 2 years in the position. This document review explores the political and organizational issues that resulted in the termination of the CEO and illustrates that: ( i) Physicians are able to leverage significant public support for their agendas; ( ii) Effective change management must recognize and address front-line staff; and ( iii) Research on the benefits of hospital consolidation is weak.

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Municipal integrated coastal governance approach: complimentary disciplinary instruments and collaboration pre-conditions

10.22616/esrd.2021.55.022 ◽

2021 ◽

Author(s):

Maija Stokmane ◽

◽

Anita Lontone-Ievina ◽

Raimonds Ernsteins ◽

◽

...

Keyword(s):

Case Study Research ◽

Municipal Planning ◽

Municipal Administration ◽

Coastal Governance ◽

Limited Success ◽

Financial Infrastructure ◽

Governance Practice ◽

Development Approach ◽

Further Development

Municipal coastal governance practice also in Latvia has various limitations, and taking into account growing climate change adaptation challenges, new understanding and new approaches are to be studied and tested. Overall study frame is based on research-and-development approach. The aim of the research was to study how municipal coastal governance is functioning in practice, particularly, in the relation to the coastal dune protection zones (150/300 m) and further coastal territory behind that, applying whole list of governance instrument groups – political/legal, planning, and especially institutional instruments, also financial, infrastructure and, last but not least, coastal communication instruments. This was done via research-and-governance frame of the three coastal governance dimensions – governance content, stakeholders (governance segments) and governance instruments, realized in Jurmala municipality as especially nature-culture rich and due to tourist attraction also sensitive coastal pilot territory at the Latvia coast. Case study research methodology applied (document studies, observation and stakeholder’s interviews) were approving pre-study understanding, based on previous coastal governance studies, that also this territory with international coastal resort status and well developed municipal administration capacities have limited success on integrated coastal management (ICM) approach implementation and, subsequently, there are requirements on further development of disciplinary instruments and also collaboration governance as ICM preconditions. An integrated ICM approach was internationally designed and approved also for EU coastal countries, since comprehensive requirement to manage the adequate governance of the coast as complex socio-ecological system, but old shaped long existing traditional disciplinary/branch approaches of former and formal municipal planning and management does not really permit necessary innovations with cross-sectorial and cross-level integration perspectives. However, also orientation towards re-use and/or re-development of disciplinary ICM instruments, especially, to be designed and realized as complementary as possible and collaboration governance developments shall be seen as necessary pre-conditions for ICM adequate development.

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