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Doctoral Thesis by Patricia Marlette Black BA, MEd,
Queensland University of Technology, 1999.
Table of Contents
Key Words
ii
Abstract
iii
Table of Contents
v
List of Figures
xi
List of Tables
xii
Statement of Original Authorship
xiv
Acknowledgments
xv
Chapter 1
Introduction
1
1.1
Background to the Research
1
Discontinuous Change: The
Contemporary Context Of Leadership
2
A Paradigm Shift: The
Historical/Cultural Context Of Leadership
4
Nonprofit Organisations: The
Organisational Context Of Leadership
7
1.2
Research Problem and Research Questions
15
1.3
Significance of the Research
17
1.4
Methodology
19
1.5
Definitions
20
1.6
Outline of the Thesis
22
1.7
Conclusion
23
Chapter 2
Theoretical Framework
24
2.1
Introduction
24
2.2
The Mechanistic World View
25
Leadership In The Mechanistic World
View
29
Some Challenges To The Mechanistic
World View
32
2.3
The Holistic World View
33
Leadership In The Holistic World View
38
2.4
Conclusion
41
Chapter 3
Review of Relevant Literature
43
3.1
Introduction
43
3.2
The Dominant Imges
44
The Lone Ranger Image Of Leadership
45
The Peter Stuyvesant Image Of
Leadership
45
The Godfather Image Of Leadership
47
The Pied Piper Image Of Leadership
48
The Braveheart Image Of
Leadership
49
Five Images - One Understanding Of
Leadership
51
3.3
The Dominant Agendas
54
The Intellectual Agenda For
Leadership
55
The Management Agenda For
Leadership
56
The Behavioural Agenda For
Leadership
57
A New Journey On An Old
Path
59
The Women In Management Agenda For
Leadership
62
Something Old, Something New
69
3.4
Conclusion
70
Chapter 4
Methodology: Perspectives and
Assumptions
73
4.1
Introduction
73
4.2
Qualitative Methodology
74
4.3
Symbolic Interactionism: Key Emphasis
76
4.4
Symbolic Interactionism: The Assumptions that Underpin This
Research
78
Experience
78
Empathy
79
Interaction
85
4.5
Patterns, Parallels and Pointers
87
4.6
Conclusion
88
Chapter 5
Research Design and
Method
90
5.1
Introduction
90
5.2
Culteral Review Process
92
Research Questions
94
Selection of Sites
96
Selection of
Participants
99
Researcher’s Role
Management
102
5.3
Data Collection Process
104
In-Depth Interviewing
104
Other Sources Of Data
107
Number Of
Interviews
109
Timing Of Interviews
109
Location Of
Interviews
110
Preparing For Interviews And
Interview Format
111
Approaching Potential
Participants
112
Managing, Recording And Protecting Data
113
Issues In Data
Collection
114
5.4
Data Analysis Process
115
Immersion In The Texts
115
Rummaging
116
Categorising And Coding
116
Critical Dialogue And Writing
117
5.5
Integrity of Research
118
5.6
Conclusion
120
Chapter 6
The Participants and Their
Organisations
122
6.1
Introduction
122
6.2
Descriptive Data About the Formal Participants
125
Employment Profile
125
Leadership Path
128
Self-Perception as
Leaders
130
6.3
Descriptive Data About the Research Organisations
138
Organisational Context And Decision
Making Processes
139
Organisational
Purpose
142
6.4
Conclusion
144
Chapter 7
Women’s Understanding of Leadership
in Community-Profit Organisations
146
7.1
Introduction
146
7.2
Images of Leadership
146
Connection Images
147
Life/Movement Images
148
Other Images
149
7.3
Recipe for effective Leadership
150
7.4
Participant’s Perceptions of the Relationship
between Designated Leaders and Non-Positional Leaders
154
7.5
Women’s Understanding of Power in their Exercise
of Leadership in Community-Profit Organisations
159
7.6
Some Recurring Themes
165
7.7
Conclusion
176
Chapter 8
Women’s Experience of Leadership in
Community-Profit Organisations
177
8.1
Introduction
177
8.2
What the Participants Hope to Achieve Through their
Exercise of Leadership
178
Service
179
Perceived Inequity
180
Search For
Excellence
182
8.3
Issues Facing the Participants in their Exercise of
Leadership in Community-Profit Organisations
183
The On-Going Development Of
Processes And Structures To Best Achieve The Organisational Mission
195
196
184
Resources
187
Membership
189
Organisational Purpose And
Identity
191
Gender Issues
191
Social Issues
193
Inclusion/Diversity
194
Over-Commitment
195
Communication
196
8.4
The Participant’s Practice of Leadeship
196
Networking
199
200
202
198
Communicating
199
Lobbying
200
Other Leadership
Strategies
202
8.5
Conflict Experienced by the Participants in their
Experience of Leadership in Community-Profit Organisations
206
8.6
Conclusion
211
Chapter 9
An Invitation to Dance: Conclusions and
Implications
213
9.1
Introduction
213
9.2
New Understandings and Practices of Leadeship: The
Choreography
215
9.3
Distinctive Features of a Holistic World View: The
Rhythm and the Beat
219
9.4
Responding of Discontinuous change: A Flexible and
Spontaneous seies of Movements
222
9.5
Limitations
223
9.6
Conclusion
224
Appendices
List of Appendices
227
Appendix A
(i) Cultural Review Interview Guide
228
(ii) Outline for Personal Letters to be sent to Cultural Review
Participants
229
Appendix B
(i) Consent form
230
(ii) Background Information Given to Potential Research
Participants
232
Appendix C
The International Classification of Nonprofit Organisation:
explanatory notes
237
Appendix D
(i) Sample Letter to Gatekeppers Organisations selected as Research
Sites
244
(ii) Sample Letter to Possible Participants
(Participants
Suggested by Gatekeepers of Organisations Selected as Researchj sites)
245
(iii) Letter Accompanying Transcripts sent to Participants
246
(iv) Letter accompanying Summary of Research Findings Sent to
Participants
247
Appendix E
Interview Guide
248
Appendix F
Headings for the Reports About Each Node Generated in the Index
System of ‘Nudist’
250
Bibliography
255
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