ORCID Profile
0000-0002-9300-3889
Current Organisations
The University of Auckland
,
University of Otago
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Publisher: Informa UK Limited
Date: 02-2004
Publisher: SAGE Publications
Date: 05-2009
Abstract: This article reports on an exploratory empirical investigation into the resonance between two developmental processes to see if any insights into leadership development could be gained from using a careers lens. Career and leadership development both share contemporary shifts in emphasis: leadership from hero to distributed models ,and career from objective to subjective explorations of progress and success. Twenty-two participants on a leadership development program used a career card sort which was then processed with a peer partner to support personal meaning making . A constructivist-orientated content analysis of the resultant peer dialogues revealed four themes: challenge, ownership, sponsorship and work—life balance, which showed different aspects of the nexus between leadership and career. This nexus is characterized by a resonance in thesense of echoing that suggests that a careers lens used by peer partners provides additional insight into leadership and leadership development.
Publisher: SAGE Publications
Date: 25-02-2015
Abstract: In this article, we discuss peer coaching as a relatively new form of coaching practice that expands the relational resources available to in iduals focused on change. Peer coaching is a helping relationship that facilitates mutual learning and development to accomplish specific tasks or goals. It is most effective when participants establish high-quality relationships and connections by focusing on both content and process. To enhance such capability we integrate the theory of coordinated management of meaning, a relational communication approach that emphasizes how meaning and learning are created through interpersonal interactions. Coordinated management of meaning models applied in our three-step model of peer coaching demonstrate the value of their application. We then assume a balcony perspective to deepen understanding by incorporating conceptual and empirical work. We conclude by inviting scholars and practitioners to adopt our integrated model to enhance positive outcomes for both in iduals and organizations.
Publisher: Springer Science and Business Media LLC
Date: 31-08-2005
Publisher: SAGE Publications
Date: 1999
Publisher: SensePublishers
Date: 2015
Publisher: Wiley
Date: 20-04-2004
DOI: 10.1002/JOB.254
Publisher: MDPI AG
Date: 27-02-2018
Publisher: Informa UK Limited
Date: 08-2003
Publisher: Emerald
Date: 13-02-2007
DOI: 10.1108/13620430710724794
Abstract: This paper aims to introduce a collection of papers about careers in cross‐cultural perspective, which contributes to the growing body of literature that addresses careers from different locations around the world. Introduces the topic, providing some background and discussion of the main concepts. Briefly introduces the papers and their main findings – differences and similarities among careers and career attributes in different cultural and national contexts. Contextualizes the issue and extends the overall knowledge in the topic.
Publisher: SAGE Publications
Date: 08-03-2010
Abstract: Boredom has been largely omitted from the leadership literature, or dismissed as a problem, incongruent with effective leadership. Our research showed that the boredom discourse of senior managers engaged in a leadership development programme contrasted with their construction of challenge in leadership. In a second study, managers considered boredom to be a characteristic of followers not leaders, antithetical to leadership, and a problem to be solved through leader-initiated change. These managers therefore accepted a prevalent negative discourse on boredom and sought to respond to it not by reflecting on it but by initiating change. The experience and consideration of boredom may provide the impetus for creativity, risk-taking, curiosity and challenge-seeking, and may foster sustained and embedded in idual and organizational learning. Attending to a more holistic range of phenomena and living with leadership ‘troughs’ as well as ‘peaks’ may ultimately create a more reflexive, resilient and agile leadership.
Publisher: Elsevier BV
Date: 12-2009
Publisher: SAGE Publications
Date: 29-07-2013
Abstract: This exploratory study draws upon the perspectives of employees and managers from 50 small Australian firms to build a more complete and nuanced view of the interaction of human resources and capabilities with firm performance. Specifically, it uses a mixed methods multilevel design that elicits employee perspectives of employment systems and chief executive officer (CEO) assessments of firm performance. Results show that higher performing firms had better rated employment systems, with a cluster of human resource practices which included greater informality, employee engagement and participation. The views of employees were more discriminating and diagnostic than those of CEOs. The article discusses the implications of these findings for the study of employment systems and human resource management in small firms.
Publisher: SAGE Publications
Date: 10-12-2012
Abstract: Peer coaching has become a recognized tool for career learning in response to the demands of the contemporary business environment. Researchers and practitioners alike have defined it as a dyadic relationship with the potential to foster significant learning for one or both parties. However, the potential of peer coaching to facilitate personal and professional development may be undermined if critical risk factors are not understood and addressed. Exploring the risk factors associated with peer coaching is the explicit focus of this conceptual article. We adopt an ecological lens to deepen understanding of the process of peer coaching, and to show how the interdependence among elements at different levels of analysis influences this relational exchange. This multilevel perspective highlights the dynamic nature of influences which differ in visibility, severity, and levels of the social fabric. We also draw on relational theory in careers, research on interpersonal relationships, and dysfunctional mentoring to predict ways in which effective peer coaching can be undermined. Finally, we propose intervention strategies for minimizing risk factors associated with peer coaching, and an agenda for future research.
Publisher: SAGE Publications
Date: 26-07-2018
Abstract: Despite increased uncertainty in the environment, the role of uncertainty in people’s careers is poorly understood. Those few theories that account for uncertainty portray it as a negative influence on people’s career and should therefore be reduced or avoided. This article presents an empirical study that investigated the impact of uncertainty on people’s career behaviour using a narrative approach. The findings reveal that people have different understandings of career uncertainty, which leads to distinct differences in subsequent career behaviour. Specifically, we identified four qualitatively different meanings of career uncertainty we have called Stabiliser, Glider, Energiser and Adventurer. The findings add to the existing literature by showing how each meaning of career uncertainty affects career decision making, criteria to gauge career success and meaning, and negotiating transitions. This significantly broadens current conceptualisation of career uncertainty and its impact on career behaviour than existing literature. JEL Classification: M10, M50, L10
No related grants have been discovered for Polly Parker.