SAGE Journal Articles
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Journal Article 1: Nicolaides, A., & McCallum, D. C. (2013). Inquiry in action for leadership in turbulent times: Exploring the connections between transformative learning and adaptive leadership. Journal of Transformative Education, 11, 246–260.
Abstract: This article discusses the theory and practices associated with a methodology for leadership capacity development that utilizes Collaborative Developmental Action Inquiry to support adults in understanding the connections between transformative learning and adaptive leadership. Discussion is focused on transformative learning, ways of knowing, or action logics and single-, double-, and triple-loop learning.
Journal Article 2: Barton, M. A., & Bunderson, J. S. (2014). Assessing member expertise in groups: An expertise dependence perspective. Organizational Psychology Review, 4, 228–257.
Abstract: In contemporary organizations, the knowledge needed to perform work is frequently housed within groups. In order to effectively leverage this knowledge, however, groups must identify relative member expertise. Unfortunately, assessments of expertise in groups can be error-prone, given the human tendency to rely on efficient but noisy schemas and heuristics. The purpose of this paper is to consider the factors that lead to more mindful and, ultimately, more useful expertise attributions in task groups. We begin with the observation that mindful expertise attribution can be modeled as a motivation problem using expectancy theory. In order for group members to move beyond superficial expertise attributions, they must see value in doing so (valence) and they must feel that exerting that effort will be both possible (expectancy) and beneficial (instrumentality). We build on this basic observation to propose an “expertise dependence theory” of mindful attributions in task groups.
Journal Article 3: Head, B. W., & Alford, J. (2013). Wicked problems: Implications for public policy and management. Administration & Society. doi:10.1177/0095399713481601
Abstract: The concept of “wicked problems” has attracted increasing focus in policy research, but the implications for public organizations have received less attention. This article examines the main organizational and cognitive dimensions emerging from the research literature on wicked problems. We identify several recent approaches to addressing problem complexity and stakeholder divergence based on the literatures on systems thinking, collaboration and coordination, and the adaptive leadership roles of public leaders and managers. We raise some challenges for public management in some key functional areas of government—strategy making, organizational design, people management, and performance measurement. We argue that provisional solutions can be developed, despite the difficulties of reforming governance processes to address wicked problems more effectively.