Search results

This paper looks into the mechanisms that determine (stimulate and limit) the scope for loyal contradiction in organizations through ex ante voice. The paper provides insights into how this essential civil service function and obligation can be maintained and the role that public leadership can play in addressing these issues.

This paper consists of a conceptual analysis of major determinants for constraints on and stimuli of loyal contradiction and provides an interpretational framework of the relevant factors involved.

This paper examines the mechanisms that determine (stimulate and limit) the scope for loyal contradiction in organizations through ex ante voice and provides insights into how to maintain this essential civil service function and obligation through the contribution of public leadership.

The findings of this paper offer insight into how to avoid constraints on loyal contradiction within public organizations and point to the way public leaders can, by facilitating and stimulating it, enhance organizational performance and legitimacy.

This paper points to an issue that is increasingly relevant in politics and public administration. By providing a conceptual framework, this paper provides a deeper understanding of how the necessary conditions for loyal contradiction can be created within public organizations.

The purpose of this paper is to investigate coaches' views on developing leadership and shared leadership capacity in particular in competitive youth football.

This qualitative examination focusses on the leadership philosophy of ten male coaches at the sub-elite competitive level in youth football in The Netherlands and applies the theory of shared leadership to examine coaches' views on developing leadership capacity.

Only few coaches have a clear philosophy on the development of leadership in general and/or shared leadership in particular. Most coaches do not have a distinct view on how to involve players in the team processes. Shared leadership development in youth teams occurs occasionally but can be implemented more intentionally.

Although this study lacks generalizability, coaches' views are required in understanding how shared leadership is to be developed in youth sport.

For implementing shared leadership in football purposefully, a clear view on the development of youth is required, whereas coaches need to be taught, how to involve the individual players in team processes such as decision-making. In addition, leadership development in sport may have the potential of transfer of skills to other domains.

Learning shared leadership at a young age by athletes can have a positive influence on relationships in teams on micro-level and might have an impact on meso-level within a football club because of its social constructionist approach.

This study is one of the first to apply shared leadership at the micro-level of competitive youth football making use of football coaches' view.