Researching Public Leadership and Innovation: Examining theoretical assumptions and methodological challenges
Professor Joyce Liddle
Professor of Public Leadership & Management
IMPGT, Aix-Marseilles, France
Recent literature has failed to acknowledge new realities of supply chain processes and engagement of varied stakeholders in agreeing what constitutes ‘adding public value’ within urban settings. For Southern (2011) enterprise/innovation cannot be defined by elites and policy makers from a higher authority but novelty must be owned by those expected to implement and experience the changes. Likewise Mauksch and Rowe (forthcoming, 2016) suggest that enterprise/innovation in community settings are seen as a panacea in the face of austerity and budget cuts. Existing concepts of ‘social enterprise’ singularly ignore the ‘social’ at the expense of the ‘enterprise’. In this presentation the theoretical and methodological literature on leadership, entrepreneurship and innovation will be examined, in particular to question the utility of adaptation of private/commercial models in a rapidly changing milieu. Existing literature only partially explains the new realities of urban (and regional) leadership and change processes. Novel logics and models lend themselves more effectively, and facilitate more and varied and different future methodological to frame approaches to leadership, entrepreneurship and innovation in spatial contexts. Existing research has used ‘taken for granted ‘assumptions to frame the topic and concepts, thereby failing to acknowledge some of the important reasons for urban failure, including the crucial central role of the state at the epicentre of an eco-innovation milieu and legitimator of entrepreneurial and innovative action.
Professor Joyce Liddle joined IMPGT, Aix-Marseilles in September 2013 as a Professor of Public Leadership & Management, and is Visiting Professor with the Universities of Eastern Finland, Northumbria, Edge Hill & Glasgow Caledonian, UK. She is the Hon Chair of the UK Joint University Council, the learned society for public administration and policy, and former chair of the Public Administration Committee. She is a Fellow of the British Academy of Social Sciences, and a Fellow of the International Regional Studies Association. Professor Liddle researches in the areas of public leadership, territorial governance, public entrepreneurship, partnerships and networks. She has published over 200 articles, 25 book chapters and seven books. She is co-editor of an Annual Book series on Critical Perspectives on International Public Management (With Prof John Diamond) and in 2016 is sole editor of New Perspectives on research, policy and practice in public entrepreneurship.
Future of the NHS Ambulance Services: Issues and Challenges
Chief Executive of the North West Ambulance Service
The lecture will highlight Bob’s vision of the ambulance service from his vast experience and as a serving Chief Executive. It will demonstrate the current state of the organisation and the challenges and opportunities before the ambulance services. The lecture will also provide insight into the collaboration agenda impacting the future of the emergency services and the role of the devolved structures with its accompanying challenges.
Bob Williams became Chief Executive of the North West Ambulance Service in November 2012, having been the Deputy Chief Executive/Director of Operations since the Trusts’ formation in 2006.
He joined the NHS Ambulance Service in 1985 following an initial career as a naval officer in the Fleet Air Arm, and became one of the country’s first Paramedics in 1986. He first moved to the North West in 1998, becoming the Director of Operations for Greater Manchester Ambulance Service, having gained a Master’s Degree in Business Administration whilst a General Manager in a hospital Trust.
Bob is also a fully qualified executive coach and has recently completed a programme on strategic system leadership development with Yale University.
Leading Evidence Based Approaches in Policing and Public Services
Peter Neyroud CBE QPM
Affiliated Lecturer and Resident Scholar at Jerry Lee Centre for Experimental Criminology at the Institute of Criminology
University of Cambridge
Evidence-based policing has become as popular as Intelligence-led, zero tolerance or problem-solving policing and “evidence-based” practice is fast becoming a requirement across the public sector. Yet not only is evidence a contested field, but the evidence on how to learn by testing and lead evidence based approaches is far less developed. Looking back at nearly a century of attempts to fashion and implement evidence based approaches in policing and examining recent developments, Peter Neyroud will explore the leadership and management challenges of evidence-based approaches and their potential future.
Peter Neyroud served for 30 years as a police officer in Hampshire, West Mercia, Thames Valley (as Chief Constable) and the National Policing Improvement Agency (as CEO). In 2010, he carried out the “Review of Police Leadership and Training” which led to the establishment of the new “National College of Policing”, in 2012.
Since 2010, he has been a Resident Scholar at the Jerry Lee Centre for Experimental Criminology at the Institute of Criminology, Cambridge University. As an affiliated lecture and research manager, he has been doing a PhD, managing a major research programme at Cambridge University and teaching senior police leaders and advising governments across the world. He is a Visiting Professor at Chester University, a Visiting Fellow at Nuffield College, Oxford, Teesside University and Buckinghamshire New University and a Research Associate at the Oxford Centre for Criminology. He is a Trustee Board Member of the Internet Watch Foundation. He was awarded the Queens Police Medal in 2004 and a CBE in the Queen’s Birthday Honours List in 2011.
Blue Light Integration: Why should the ambulance service take this seriously and what are the potential benefits for patients?
Professor Andy Newton
Consultant Paramedic and Chief Clinical Officer
The recently announced (September 2015) Government consultation ‘Enabling closer working between the Emergency Services,’ adds further weight to the ‘Blue Light Integration’ and ‘Blue Light Transformation’ agenda, which has itself been gaining traction for some years. In this presentation the case for a closer working relationship between the Ambulance and Fire Services and, to some extent, the Police Service will be examined from a patient perspective. The current ability of the Ambulance Service to continue to provide pre-and-out of hospital services without the support of the other emergency services will be considered, as will the evidence base for early defibrillation. The impact of Fire and, potentially, Police services playing a greater role in community resuscitation will be examined and reviewed.
Professor Andy Newton, QAM, FCPara, BSC (Hons) MSc, PhD is a Consultant Paramedic & Director of Clinical Operations, South East Coast Ambulance Service NHS Foundation Trust (SECAMB) since July 2006. He is also the current Chair of the College of Paramedics, the Professional Body for Paramedics in the UK. His executive role was coupled with the first appointment of a Consultant Paramedic in the UK, which covered the key areas of clinical practice, professional leadership, teaching, service modernisation and research. He is currently responsible for the Clinical Operations Directorate involving 2500 operational and control room personnel, professional standards and the innovation, research and service improvement priorities within the Trust budget of £108 million. Formerly Clinical Director for Sussex Ambulance Service NHS Trust, Andy has extensive experience in the NHS ambulance service and education sector, in clinical, educational, managerial and senior leadership roles. He is a Visiting Professor at Edge Hill University and the University of Surrey. He is also the Current Chair of the College of Paramedic and Partner and Visitor for the Health & Care Professions Council (HCPC).
The idea of Strategic Ambidexterity: Recognition, Understanding, Application and the Role of the Micro-Moment
Professor Peter Stokes
Professor of Sustainable Management, Marketing and Tourism at Chester Business School
The concept and application of ambidexterity to the strategic operations of organizations has come to prominence over recent decades as a potentially important idea for business and management. Ambidexterity suggests that organizations (and the directors, managers and people who work within them) frequently have to negotiate transitions between exploitative states – seen as fixed, stable, resource-constrained, with delineated boundaries – and explorative states – characterised as dynamic, changing, expansive, innovative and creating new opportunities which challenge existing boundaries and mindsets. In can be seen that in many ways ambidexterity might be seen a by-word for 21st century organizational life. The seminar explores ambidexterity, its essence, possibilities and limitations, and how it might assist us in rising to the strategic challenges we face in the contemporary era.
Professor Peter Stokes has researched and published and reviewed widely in world-class journals on a range of applied domains including Management Philosophy, Critical Management Studies, Training and Outdoor Management Development, French Management Development, Research Methodology and Change Management. He has applied his work through knowledge transfer and consultancy projects across a range of international business and industrial sectors encompassing utilities, construction, publishing, aerospace, emergency services and local government. Professor Stokes is also Editor-in-Chief of the International Journal of Organizational Analysis and serves on a number of journal boards including the EuroMed Journal of Business. He holds a number of positions on international bodies including Fellow and UK Country Director for the EuroMed Business Research Institute, Track Chair for the Sustainable and Responsible Business Special Interest Group of the British Academy of Management and UK Ambassador for the Association de Gestion des Ressources Humaines (French Academic HR Association).
Innovation in Business Schools
Professor Richard Thorpe
Professor Richard Thorpe will be at Edge Hill University Business School to talk about the Research Excellence Framework (REF) for the University post 2015. The talk, although titled ‘Innovation in Business schools’, will cover issues such as the impact agenda and collaboration with practitioners that are relatable to many departments. Colleagues from across the faculties are encouraged to attend and contribute to the debate.
Richard Thorpe is Professor of Management Development and Pro Dean for Research and Innovation at Leeds University Business School. His research interests have included: performance, entrepreneurship, knowledge and leadership as well as research methods in management research. His early career as a management trainee on a Clarks programme informed the way his ethos has developed. Following a period in industry his first academic appointment was as a researcher at the Pay and Reward Research Centre at the University of Strathclyde. There, as a consequence of the research conducted he developed close links with practitioners, intermediaries and policy makers, something he has strived to maintain as his career progressed. Common themes in his work are: a strong commitment to conducting research in collaboration with practitioners; a focus on action and change; an interest in and commitment to the development of doctoral students and the development of capacity within the sector. Richard has been past president and chair of the British Academy of Management (BAM) and member of the ESRC Training and Development Board. He is currently chair of the Society for the Advancement of Management Studies (SAMS). In this latter role he initiated the ESRC/SAMS/UKCES management and Business Fellowship Scheme.
Poetry and Leadership lecture
Professor David Weir
The lecture by Prof. David Weir starts from the position that the “two cultures” argument of CP Snow, that has been associated with a decisive bifurcation between the “Sciences” and the “Humanities” in our culture and thus to deep rifts in research, writing and knowledge-transmission styles has on the whole been unhelpful for our culture. Moreover that what we call “the Renaissance” in one tradition and take pains to distinguish from the “Scientific Revolution” of another tradition is not simply a particular historical experience but a continuously evolving project in which creative artists attempt to re-position their craft in relation to evolving realities in the worlds of business, work and management. Likewise practicing managers and specifically those we call “leaders” need to be continuously aware of the creative as well as the technical aspects of their practice.The lecture therefore considers three such re-appraisals within the historical context of “modern times” extending from the mid-nineteenth century through the twentieth century, a period that saw as much political and social turmoil as any, since the late medieval era known in the west as “the Renaissance”. It thus attempts an introduction to an outline of a generic positioning of a poetry of management taking as its starting-point three key texts offered by F.R. Leavis, TS Eliot and Stephen Spender as justifications for the role of poetry in an advanced industrial society and asks to what extent the manager has a special role in these terms. It aims to start discussion about how far each of these justifications remains robust under conditions of post-industrialism and globalisation and the proposed re-positionings of managers in these frameworks. The lecture then contrasts some more recent accounts of the relations of poetry and management and more specifically of leadership and aims to initiate an enquiry into to what extent these new accounts replace or improve on earlier justifications for poetry in Western culture.
This lecture attempts to explain a position from a personal and doubtless quite partial framework, not as an objective critique of certain practices within communities of practice, but as a subjective exposition of what it may be like to function as a member of three apparently rather separate such milieux, as a pretty full-time professor of management, as sometime manager within a number of complex organisations in the public and private sectors and as a would-be working poet.
Short Biography – Professor David Weir
Professor David Weir is a Visiting Professor at Edge Hill University Business School. He has been Director of the Management and Business Schools at the Universities of Glasgow, Bradford, Northumbria (from which he is an Emeritus) and University Campus Suffolk.
He has worked with many international institutions including University of Botswana, University of Mauritius, ISCAE (Morocco), National Graduate University (Libya), Cambridge Muslim College, ESAN (Peru) and the African Association of University Vice Chancellors, UNESCO, UNIDO and the World Bank.