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Article
Publication date: 8 June 2015

Jane Sparrow

1110

Abstract

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Strategic HR Review, vol. 14 no. 3
Type: Research Article
ISSN: 1475-4398

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Article
Publication date: 8 February 2013

Interview by Gareth Bell

Provides an interview with Jane Sparrow, author of The Culture Builders.

645

Abstract

Purpose

Provides an interview with Jane Sparrow, author of The Culture Builders.

Design/methodology/approach

Interviews Sparrow about her research and findings.

Findings

Discusses the five leadership types she discovered.

Practical implications

Offers advice on how to get the best from your work force.

Originality/value

Presents the insight of a leading practitioner in the field of management and employee engagement.

Details

Development and Learning in Organizations: An International Journal, vol. 27 no. 2
Type: Research Article
ISSN: 1477-7282

Keywords

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Article
Publication date: 19 April 2013

Jane Sparrow

The aim of this article is to show how middle managers can influence sustained engagement by fulfilling five keys roles of prophet, strategist, storyteller, coach and pilot.

1456

Abstract

Purpose

The aim of this article is to show how middle managers can influence sustained engagement by fulfilling five keys roles of prophet, strategist, storyteller, coach and pilot.

Design/methodology/approach

This article outlines the critical task managers face in securing meaningful, long‐term engagement, based on the author's personal views, experience and analysis of effective engagement strategies. The five key roles were identified from extensive qualitative interviews that the author conducted across many organizations. These findings were further supported with the bespoke development of a profiling tool and used with a representative management population to analyze the key strengths and development areas across the five roles. The effectiveness of the roles is supported with the author's observations of managers and leaders who all excel as engagers.

Findings

Engagement for performance has a lasting impact on the bottom line and, in today's tough and challenging economy, organizations cannot afford to carry employees who do not contribute to the best of their abilities. Whilst many organizational level engagement strategies are concerned with building the understanding and awareness of the business strategy and how it impacts their role, the five roles as engagers builds on this core level of engagement and provides managers with practical, everyday ways to boost performance.

Originality/value

The identification of the five roles is based on the unique research of Jane Sparrow, author of The Culture Builders: Leadership Strategies for Engagement. The article explains each of the roles in detail and outlines practical examples of how high‐performing managers excel in each of the roles.

Details

Development and Learning in Organizations: An International Journal, vol. 27 no. 3
Type: Research Article
ISSN: 1477-7282

Keywords

Available. Content available
Article
Publication date: 12 July 2013

Greg M. Latemore

759

Abstract

Details

Leadership & Organization Development Journal, vol. 34 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

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Article
Publication date: 14 October 2013

Jane Sparrow

– The aim of this article is to show how leaders build and maintain high levels of trust in organizations by applying regular, simple but highly impactful actions.

1247

Abstract

Purpose

The aim of this article is to show how leaders build and maintain high levels of trust in organizations by applying regular, simple but highly impactful actions.

Design/methodology/approach

This article discusses the role of trust when it comes to building high-performance cultures, characterized by motivated and engaged employees. It outlines a four-element model of trust that the author has researched, developed and applied during her work with organizations including Discovery and Solar Century. The elements are investment in relationships, honesty, humility, and consistency. Each element is supported with the author's observations of managers, leaders and HR practitioners who have significantly impacted the performance of their organizations by embracing the model.

Findings

Although there is high awareness among leaders and managers for the need for trust and trusting behavior, there is often little practical support available to them to ensure trust is systematically invested in as a leadership behavior. The author argues that it is only by consciously applying specific behaviors across the four elements that trust becomes something real and tangible. The model is substantiated with case study examples taken from a cross-section of different sized organizations and sectors.

Originality/value

The article is based on the author's personal experience and knowledge of organizations that excel in the four elements of the trust model.

Details

Strategic HR Review, vol. 12 no. 6
Type: Research Article
ISSN: 1475-4398

Keywords

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Article
Publication date: 15 February 2013

Jane Sparrow

The purpose of this paper is to show how human resources (HR) can influence sustained engagement by supporting managers to be expert engagers of others.

8532

Abstract

Purpose

The purpose of this paper is to show how human resources (HR) can influence sustained engagement by supporting managers to be expert engagers of others.

Design/methodology/approach

This article discusses the limitations of organizational level engagement strategies in relation to sustained engagement. It outlines the critical task managers and leaders play in securing meaningful, long‐term engagement, based on the author's personal views, experience and analysis of effective engagement strategies. The article outlines five key roles that managers need to be proficient in if they are to influence high performance in others. The effectiveness of the roles is supported with the author's observations of managers, leaders and HR practitioners who all excel as engagers.

Findings

Whilst organizational level engagement strategies play a key role in building understanding and awareness for employees, this is rarely enough to secure deeper and more meaningful levels of engagement that endure. Managers are the missing link in building cultures of performance but they cannot do so alone. HR must support their managers and leaders as engagers with the practical skills and personal development they need to ensure they can deliver.

Originality/value

The article refers to the type of support and counsel managers require of HR to help them fulfill their five roles as engagers. Some practical steps are given within the article for this specific purpose.

Available. Content available
Article
Publication date: 15 February 2013

Sara Nolan

611

Abstract

Details

Strategic HR Review, vol. 12 no. 2
Type: Research Article
ISSN: 1475-4398

Available. Content available
Article
Publication date: 19 April 2013

Anne Gimson

148

Abstract

Details

Development and Learning in Organizations: An International Journal, vol. 27 no. 3
Type: Research Article
ISSN: 1477-7282

Available. Content available
Article
Publication date: 14 October 2013

Sara Nolan

1153

Abstract

Details

Strategic HR Review, vol. 12 no. 6
Type: Research Article
ISSN: 1475-4398

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Article
Publication date: 20 May 2020

Karina Marshall-Tate, Eddie Chaplin, Jane McCarthy and Annmarie Grealish

Expert consensus is that people with an intellectual disability are over represented across the criminal justice setting (CJS). Primary research studies have been conducted in…

315

Abstract

Purpose

Expert consensus is that people with an intellectual disability are over represented across the criminal justice setting (CJS). Primary research studies have been conducted in police stations and prisons, but little is known about the prevalence of this population in the court setting. The purpose of this paper is to conduct a literature review to find out more about the prevalence of defendants with an intellectual disability in court.

Design/methodology/approach

A literature review was conducted using standard systematic review methodology (Julian et al., 2011) and the PRISMA reporting guidelines (Moher et al., 2009).

Findings

Two papers met the inclusion criteria and were critically appraised. The papers reported prevalence findings ranging from 10%–20%.

Research limitations/implications

Differences in study design, sampling, recruitment and diagnostic criteria affect the ability to make comparisons or synthesise findings.

Practical implications

It is important that future primary and secondary research studies standardise operational terms to enable true comparison between studies, systematic reviews and evidence syntheses.

Social implications

Defendants with an intellectual disability need to be identified to enable criminal justice professionals to make reasonable adjustments to proceedings and consider diversion and alternative disposal options. This will likely improve outcomes for this population and reduce recidivism.

Originality/value

This literature review contributes to the growing evidence base about meeting the criminal justice needs of people with a learning disability and recognition of the increased prevalence across the CJS and specifically within the court setting.

Details

Journal of Intellectual Disabilities and Offending Behaviour, vol. 11 no. 3
Type: Research Article
ISSN: 2050-8824

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