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