A presentation given for the Leaders Cafe Foundation for the World Day of Interconnectness 090909.

ATEM Matters #35, August 2009, Updated 12/8/09

Interest in the notion of ‘researcher as research instrument’ is very much dependent on the researcher’s worldview and their own ontological, epistemological and axiological underpinnings of what constitutes...   [More]

Interest in the notion of ‘researcher as research instrument’ is very much dependent on the researcher’s worldview and their own ontological, epistemological and axiological underpinnings of what constitutes acceptable research. Just how explicit this position is ‘owned up to’ is also dependent on the underlying assumptions and within the social contexts of acceptable research practice within disciplines and theoretical schools of thought. The continuum for making this position explicit (or not) runs from an objective (values free) stance where the notion of ‘researcher as research instrument’ may be hidden from view to the subjective (values laden) position where it may be fully declared.   [Less]

The Association for Tertiary Education Management Inc's newsletter.

ATEM Matters Publication #33, December 2008 www.atem.edu.au

A presentation given at the Executive Coaching Summit, 23-Oct-2008, Canberra, Australia. www.leadershipexcellence.com.au

Nanschild, D. 2008. Explicating Values as the Epicentre of Public Sector Leadership for New Times: Putting the ‘V’ Factor back into the Australian Public Service, Values Framework. International Journal of...   [More]

Nanschild, D. 2008. Explicating Values as the Epicentre of Public Sector Leadership for New Times: Putting the ‘V’ Factor back into the Australian Public Service, Values Framework. International Journal of Knowledge, Culture and Change Management, 8 (6), pp. 131 - 139.

This paper reports on Nanschild’s PhD research which highlights the importance of placing values at the epicentre of ‘working with’ leadership practices.

Research literature suggests that individuals are happier and more productive when their values strongly align with those of their organisation and when the aligned values espoused by their organisation are lived.

Senior executives in the Australian Public Service were the subjects of this study and the Hall-Tonna Values Framework was chosen as the research instrument. The study found that research subjects moved from an implicit values (‘values silent’) or unaligned values position to values-led leadership practice during the course of this study. They found, once explicated, that their own core values were fundamental to their management effectiveness. Whilst supportive of the tenet of the Australian Public Service (APS) values, they found the practicality of implementing the current APS values framework extremely difficult. This study recommends that the APS values framework be synthesised for simplicity and resonance. Values language and interpretation were also found to be critical underpinnings for gaining commitment and understanding in the workplace.

The findings also recommend that those in leadership positions need to be explicitly aware of and decide upon the value priorities that will drive their behaviour. True leaders create vision through articulating future values, then motivate, coach, inspire and align individuals to that vision. The APS values framework is currently missing this ‘V’ factor essence. In the ‘new’ public sector, inspiring people is a decisive leadership challenge essential to attracting and retaining the right people and the provision of a meaningful organisational values framework will be central in achieving this goal.   [Less]

Nanschild, D. 2008. Leading by values. Leadership Excellence (Australian Edition) (March).

Nanschild, D. & Davis, H. 2007. The ‘V’ Factor: thinking about values as the epicentre of leadership, learning and life, 13th International Conference on Thinking. Norrkoping, Sweden. This paper places the...   [More]

Nanschild, D. & Davis, H. 2007. The ‘V’ Factor: thinking about values as the epicentre of leadership, learning and life, 13th International Conference on Thinking. Norrkoping, Sweden.

This paper places the ‘V’ factor at the epicentre of meaningful and productive living, learning and leadership endeavour. It explores the authors’ reflections upon their own professional experiences, research studies and review of the literature as they work towards establishing ‘working with’ leadership practices appropriate for a knowledge era. This paper also reports on Nanschild’s preliminary PhD findings of “A Values-Based Approach to Leadership Development: Implications for Organisational Change”.   [Less]