Di Nailon, Brian Delahaye and Jo Brownlee
The aim of this paper is to examine the links between the core beliefs a leader holds about learning and knowing (called epistemological beliefs) and how they go about leading an…
Abstract
Purpose
The aim of this paper is to examine the links between the core beliefs a leader holds about learning and knowing (called epistemological beliefs) and how they go about leading an organization.
Design/methodology/approach
A total of 15 directors in centre‐based child care organizations were interviewed about how they viewed learning and knowing in their leadership role.
Findings
In these interviews is was found that the directors who indicated transformational leadership behaviors also thought that staff learning and knowing should be active, meaningful and evidenced‐based. This means that they viewed knowledge as evolving, tentative and needing to be critiqued and evaluated in the light of evidence (known as evaluativism in epistemological belief jargon). Conversely, the director with transactional beliefs about leadership clearly demonstrated beliefs that knowledge was about his own “truths” or black‐and‐white facts that could be transmitted to others (known as objectivism).
Originality/value
While it may be useful to reflect on the connections between core beliefs about knowing and learning and transformational leadership practice, a more important task for the field is how such leaders might be nurtured.
Details
Keywords
Emma L. Tickle, Joanne Brownlee and Di Nailon
To review conceptual links between research on personal epistemological beliefs and leadership behaviours associated with the transformational‐transactional leadership model.
Abstract
Purpose
To review conceptual links between research on personal epistemological beliefs and leadership behaviours associated with the transformational‐transactional leadership model.
Design/methodology/approach
Transformational leaders act as facilitators of learning in organisations, and therefore their beliefs, cognitions and behaviours can be explored in the same manner as teachers in classroom settings. Research on both personal epistemological beliefs and the transformational‐transactional leadership model is reviewed and key conceptual links are identified in the areas of underlying beliefs, metacognition and cognition, and implications for training.
Findings
The literature review suggests that strong conceptual links exist between mature personal epistemology and beliefs and behaviours associated with transformational leadership. Similarly, conceptual links exist between less mature personal epistemology and beliefs and behaviours associated with transactional leadership.
Research limitations/implications
This is a conceptual paper that will require further empirical investigation. However, studies of the personal epistemology of leaders may provide insights into their behaviours and beliefs associated with transformational and transactional leadership.
Practical implications
Research indicates that personal epistemology can be affected through appropriate interventions. Thus, training programmes designed to facilitate adoption of transformation leadership behaviours could be informed by such research.
Originality/value
This paper is original in its conceptualisations of beliefs potentially underpinning transformational leadership. It offers a new line of inquiry for further research into transformational leadership behaviours and ways that such behaviours can be influenced through metacognitive and cognitive interventions.
Details
Keywords
In accordance with the fact that “outgoing business” was the most important working field for most of the agencies present at the Seminar and that the programme had as focus the…
Abstract
In accordance with the fact that “outgoing business” was the most important working field for most of the agencies present at the Seminar and that the programme had as focus the relations to the various transport companies, the discussions of the Seminar were concentrated on journeys starling in Denmark. The “incoming business” was, therefore, only the subject of sporadic deliberations at this occasion.