Abstract
In the light of inspiration from system theory and the use of a semantic/polyphonic analysis I have examined the leadership with heads of health programs and their creation of management in one University College. I am especially interested in how the heads are able to manage in a very complex environment.
Therefore the main question of the thesis is:
Which space of leadership is created in an organization that moves from a training organization to an organization of knowledge, which coping strategies are articulated, and which space of action is created thus?
In my efforts to answer the question, I use second-order observation technique expounded by Niels Åkerstrøm Andersen. I have interviewed respectively the heads of health programs and their leader, and made my analysis on the basis of these, as well as the strategy of the University College.
The study has shown a polyphonic in the concept of knowledge, which is, inaugural for organization of knowledge and thus the leadership of the heads. It is a place that is packed with polyphony, and where potentiality and contingency relentlessly are pressing. Inevitable couplings of management complexity that cumulating further steering pressure applies. When the polyphonic concept of knowledge articulates as a steering device against the organization of knowledge, a complexity increases. Contingency in the experienced space of leadership attempted fixated using several coping strategies. Coping or management strategies interlock and are used in various situations. In the discussion, I have argued that not all coping strategies are equally usable because of their disadvantages and limitations. It, however, depends on timeliness and potentiality in the management space. Coping or management strategies as a palette can help to open up horizons, and thus create a space for management and leadership.
Many perspectives as questions arise and tell us how important leadership still is in the polyphonic and potential organization.
Therefore the main question of the thesis is:
Which space of leadership is created in an organization that moves from a training organization to an organization of knowledge, which coping strategies are articulated, and which space of action is created thus?
In my efforts to answer the question, I use second-order observation technique expounded by Niels Åkerstrøm Andersen. I have interviewed respectively the heads of health programs and their leader, and made my analysis on the basis of these, as well as the strategy of the University College.
The study has shown a polyphonic in the concept of knowledge, which is, inaugural for organization of knowledge and thus the leadership of the heads. It is a place that is packed with polyphony, and where potentiality and contingency relentlessly are pressing. Inevitable couplings of management complexity that cumulating further steering pressure applies. When the polyphonic concept of knowledge articulates as a steering device against the organization of knowledge, a complexity increases. Contingency in the experienced space of leadership attempted fixated using several coping strategies. Coping or management strategies interlock and are used in various situations. In the discussion, I have argued that not all coping strategies are equally usable because of their disadvantages and limitations. It, however, depends on timeliness and potentiality in the management space. Coping or management strategies as a palette can help to open up horizons, and thus create a space for management and leadership.
Many perspectives as questions arise and tell us how important leadership still is in the polyphonic and potential organization.
| Originalsprog | Dansk |
|---|---|
| Status | Udgivet - 27 maj 2014 |
Emneord
- ledelse
- handlerum
- håndteringsstrategier
- kompleksitet
- systemteori
- udfordringer i ledelsesrum