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MAKING SENSE OF LEADERSHIP IN GREENLANDIC ORGANIZATIONS
ECONOMICS AND DEVELOPMENT IN MICROSTATES, ISLANDS, AND THE ARCTIC, NUUK, 2018
LEADERSHIP IN GREENLAND 1
Mette Apollo Rasmussen [email protected]
Uffe Kjærgaard Hansen [email protected]
Gestur Hovgaard [email protected]
Poul Bitsch Olsen [email protected]
MAKING SENSE OF LEADERSHIP IN GREENLANDIC ORGANIZATIONS
•Contributions
•Why study leadership in Greenland?
•What do we know from the pilot study?
• Previous analysis of leadership in Greenland 1985-2010
• Preliminary empirical findings from
•What is missing?
•Stepping stones for future research
•Bibliography
LEADERSHIP IN GREENLAND 2
CONTRIBUTIONS
Research question:
How do participants in greenlandic organizations practice leadership & management?
Better knowledge of how leadership is practiced in Greenland
Formulate theoretical understandings of leadership in the Greenland
Developing educations fulfilling the need for particular leadership in Greenland
LEADERSHIP IN GREENLAND 3
How is leadership practices affected by smallness?
“The Arctic region is increasingly attracting economic and political interest. New business opportunities are on the rise and Arctic stakeholders are playing a key role in facilitating and creating favourable conditions for boosting Arctic economic activity.”
“Business development in the Nordic Arctic must be rooted in its people(s) and have a drive to create innovative development, in which the Arctic’s unique resources and human capital become competitive on a global scale.”
(Arctic Business Analysis, Nordic Council of Ministers, 2018)
LEADERSHIP IN GREENLAND 4
WHY STUDY LEADERSHIP IN GREENLAND?
WHY STUDY LEADERSHIP IN GREENLAND?
The lacking focus on leadership in The Arctic is a challenge facing the development of local organizations
”Theres is a great acknowledgement of the need for developing leadership skills in orderto focus on continued growth and development”
(Kompetence, kapacitet og ledelse. Centrale problemstillinger, 2017, p. 23)
LEADERSHIP IN GREENLAND 5
THE PILOT STUDY
Research question:
How do participants in greenlandic organizations practice leadership & management?
Research approach:
•Search for relevant (theoretical) literature and analysis of leadership in Greenland
• Interview with chairman of several Greenlandic organizations
• Interviews and conversations with 10 top-level leaders in Nuuk
•Participant observation of network meeting of women leaders in Nuuk
LEADERSHIP IN GREENLAND 6
PREVIOUS ANALYSIS OF LEADERSHIP IN GREENLAND 1985-2010:
Top-level leaders are thought of as being motivated by individual economic gains
Cultural dimensions in most research
• The importance of the colonial past
• Cooperation lost in translation
• Greenlandic vs Danish leaders and their position in organizations
• Interaction with nature
Closeness
• Interdependency is an ever present condition
Structural dimension
• The availability of leadership competence and local supply of education
• Accounting & commercial law has significant presence in educations
Primary research approach
• Leadership as a system
LEADERSHIP IN GREENLAND 7
“A search using the word
‘Arctic’ in the archives of
the Academy of
Management Journal,
Academy of Management
Review, Organization
Studies, Organization
Science, Administrative
Science Quarterly reveals
a blank space”
(Whiteman & Yumashev,
2018, Journal of
Management Studies
55:5 July 2018)
PRELIMINARY EMPIRICAL FINDINGS FROM THE PILOT STUDY
Closeness
The close-knit community affects the understanding of individual and collective identity
Network
Network-relations enable and restrict actions
Professional bias / blindness
Establish conflicts and restrict the possibility for cooperation at leadership level
A need for leaders to be more than figureheads
Focus toward what needs to be done
Know what is going on locally
The patriarchal understanding of the leader is (very) present among employees
Defining and dealing with problems
Leadership as a complex and reflexive practice
Need for braveness and curiosity
Visions and decisions enabling future actions
Challenge what we have done previously LEADERSHIP IN GREENLAND 8
WHAT IS MISSING?
Thorough empirical investigations of how leadership unfolds in everyday activities
Theoretical frameworks and research approaches focusing toward the dynamicinteractions and change of meaning
LEADERSHIP IN GREENLAND 9
LEADERSHIP IN GREENLAND 10
WHAT IS MISSING?Traditional perspective
Leaders exert control through formalization and plans
Leaders have to look at the system objectively from the outside and design and implement strategies that ensures the desired outcome
Reflexive perspective
Leaders can adress and influence the localinteractions
Leaders are participants in the ongoingprocess of local interactions. Conversationalthemes regarding strategic planning emergein this process – signals intention
STEPPINGSTONES AND CUES FOR FUTURE RESEATCH
•Writing up the literature review
•Continue developing a theoretical and analytical framework suited for analysis of leadership in Greenland
•Dialogues and workshops with leaders in Greenland
•Empirical research concerned with taking contextual experience of participation seriously
•Interviewing / observing mid-level leaders activities
LEADERSHIP IN GREENLAND 12
BIBLIOGRAPHY
Aksnes, D., Osipov, I., Moskaleva, O., & Kullerud, L. (2016). Arctic research publication trends: A pilot study, (August), 59.
Bakka, J. F. (1997). Mosaik of moderne ledelse.
Balslev, L. (2017). Actors and practices. AN INSTITUTIONAL STUDY ON MANAGEMENT ACCOUNTING CHANGE IN AIR GREENLAND.
Binderkrantz, A. (2008). På danske hænder? Samspillet mellem grønlændere og danskere i den grønlandske forvaltning. Politica, 40(2), 155–179.
Binderkrantz, A. S. (2011). Diversity and dominance in the arctic. Ethnic relations in the Greenlandic bureaucracy. Public Administration, 89(2), 522–536.
Carlsen, A. V. (2005). Arbejdsmarkedet i Grønland - fortid, nutid og fremtid. Retrieved from Erhverv, G. (2017). Grønland.
Kahlig, W. (1999). Leder i Grønland - en kvalitativ holdningsundersøgelse. Ilisimatusarfik, Nuuk.
Langgaard, P. (1986). Modernization and Traditional Interpersonal Relations in a Small Greenlandic Community: A Case Study from Southern Greenland. Arctic Antropology, Vol. 23(No. 1/2), 299–314.
Lyck, L. (2000). Erhvervsvilkår i Grønland. Ballerup: Nordic Press.
Lyck, L. (1998). Socio-economic developments in Greenland and in other small Nordic jurisdictions. New Social Science Monography, 34(189), 159.
Nordic Council of Ministers. (2018). Arctic Business Analysis: PPPs and Business Cooperation.
Nordic Council of Ministers. (2018). Arctic Business Analysis: Bioeconomy.
Nordic Council of Ministers. (2018). Arctic Business Analysis: Entrepreneurship and Innovation. https://doi.org/10.6027/ANP2018-705
Nordic Council of Ministers. (2018). Arctic Business Analysis Creative and Cultural Industries. Arctic Business Analysis.
Olsen, N. (2009). Grønlandisering af Grønlands offentlige forvaltning - visioner og risici. Ilisimatusarfik.
Pedersen, E. R. G., & Pedersen, J. T. (2013). The Rise of Business-NGO Partnerships. The Journal of Corporate Citizenship, (50), 6. https://doi.org/http://dx.doi.org/10.9774/GLEAF.4700.2013.ju.00004
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Whiteman, G., & Yumashev, D. (2018). Poles Apart: The Arctic & Managment studies. Journal of Management Studies, (July). https://doi.org/10.1111/joms.12337
Winther, G. (2001). Participatory ownership and management in Greenland and other Arctic regions: Proceedings from a Network Seminar in Ilulissat, Ed. and is.
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Kompetence, kapacitet og ledelse. Centrale problemstillinger. (2017).LEADERSHIP IN GREENLAND 13
