An unusual and ambitious retail development recently opened in London's Tottenham Court Road. Described as Britain's first department store devoted to hi‐fi, audio and video…
Abstract
An unusual and ambitious retail development recently opened in London's Tottenham Court Road. Described as Britain's first department store devoted to hi‐fi, audio and video equipment, Lindair House plans to take advantage of anticipated dramatic growth in the audio industry. This new development is discussed here by our financial correspondent.
Gerrit van Dalfsen, Jo Van Hoecke, Hans Westerbeek and Veerle De Bosscher
The purpose of this paper is to investigate coaches' views on developing leadership and shared leadership capacity in particular in competitive youth football.
Abstract
Purpose
The purpose of this paper is to investigate coaches' views on developing leadership and shared leadership capacity in particular in competitive youth football.
Design/methodology/approach
This qualitative examination focusses on the leadership philosophy of ten male coaches at the sub-elite competitive level in youth football in The Netherlands and applies the theory of shared leadership to examine coaches' views on developing leadership capacity.
Findings
Only few coaches have a clear philosophy on the development of leadership in general and/or shared leadership in particular. Most coaches do not have a distinct view on how to involve players in the team processes. Shared leadership development in youth teams occurs occasionally but can be implemented more intentionally.
Research limitations/implications
Although this study lacks generalizability, coaches' views are required in understanding how shared leadership is to be developed in youth sport.
Practical implications
For implementing shared leadership in football purposefully, a clear view on the development of youth is required, whereas coaches need to be taught, how to involve the individual players in team processes such as decision-making. In addition, leadership development in sport may have the potential of transfer of skills to other domains.
Social implications
Learning shared leadership at a young age by athletes can have a positive influence on relationships in teams on micro-level and might have an impact on meso-level within a football club because of its social constructionist approach.
Originality/value
This study is one of the first to apply shared leadership at the micro-level of competitive youth football making use of football coaches' view.
Details
Keywords
John F. Hulpke and Michael P. Fronmueller
A topic currently receiving significant academic and practitioner attention is called evidence-based management. The purpose of this paper is to suggest that this approach is…
Abstract
Purpose
A topic currently receiving significant academic and practitioner attention is called evidence-based management. The purpose of this paper is to suggest that this approach is sometimes over-sold and may be a fad. Additionally, evidence-based management fails to fully recognize the importance of tacit knowledge, what Kahneman calls system 1. Evidence-based management does provide tools to better use what Kahneman calls system 2, rationality. Decision-makers need to take advantage of both rational and beyond rational processes.
Design/methodology/approach
This is an essay, it is not a report of a study. At this point in time, this paper needs thinking, reflection, pondering, more than a data-based study.
Findings
Advocates promote evidence-based management in part to help avoid fads, yet evidence-based management itself has many of the characteristics of a fad. Evidence-based management is based on an objective rational view of the world and suggests highly rational methods of decision-making. However, a rational fact-based might not give sufficient credit to instinct and feelings. Decision-makers should take into account facts, evidence, when making decisions, but not ignore intuition, hunches and feelings. This study is learning that decisions use a galaxy of approaches, with both cognitive and affective flexibility.
Research limitations/implications
As with any opinion-based paper, this lacks empirical support. Proponents ask us to believe in evidence-based management. Neither we, the authors of this paper, nor the proponents of evidence-based management can empirically support the ideas offered. An additional limitation is that the paper is written in one language, English. Translation into another language might yield different meanings.
Practical implications
There are advantages for scholars and practitioners to look at the best available evidence. There can be disadvantages in overlooking non-quantifiable factors.
Social implications
Those who use evidence-based management should also take into account feelings, ethics, aesthetics, creativity, for the betterment of society. To solve wicked problems one needs more than facts and rational analysis.
Originality/value
The overwhelming majority of those writing about evidence-based management are supporters. This study offers a different view. This paper brings new ideas and new thinking to both the extensive fad literature and the huge evidence-based management literature. Evidence-based management is discussed widely. Google Scholar lists more than two million papers in 2019, 2020 and 2021 on evidence-based management. Readers of this journal should critically evaluate this popular set of ideas.