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Expert Leadership and Hidden Inequalities in Community Projects

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Inequality and Organizational Practice

Part of the book series: Palgrave Explorations in Workplace Stigma ((PAEWS))

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Abstract

This chapter explores the development of a mid-range theory that can be used in organisations when considering how to engage multiple stakeholders in a project that requires expert input. The case study presented here is concerned with a ground-breaking approach to integrate heritage, culture and social benefit through the medium of archaeology and heritage. The findings indicated that the ‘expert’ as a leader of the project created hidden inequalities in the team, preventing the longer-term social outcomes of the project from materialising. A realist evaluation (Pawson, R., and N. Tilley, The coming transformations in evaluation. Evaluation for the 21st century: A handbook. Thousand Oaks: Sage, 1997) protocol was developed which created an ‘intervention’, enabling the non-linear complex interactions between multiple groups and multiple stakeholders to be observed and evaluated. This allowed for the political, strategic, organisational, operational and individual perspectives to be addressed making it a suited evaluative approach to this type of multiple stakeholder project.

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Author information

Authors and Affiliations

  1. Department of Organisational, Work and Technology, Lancaster University Management School, Lancaster, UK

    Christine Mortimer

  2. York Business School, York St John University, York, UK

    Brendan Paddison

Authors
  1. Christine Mortimer
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  2. Brendan Paddison
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Correspondence to Christine Mortimer .

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Editors and Affiliations

  1. Nottingham Business School, Nottingham Trent University, Nottingham, UK

    Stefanos Nachmias  & Valerie Caven  & 

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Mortimer, C., Paddison, B. (2019). Expert Leadership and Hidden Inequalities in Community Projects. In: Nachmias, S., Caven, V. (eds) Inequality and Organizational Practice. Palgrave Explorations in Workplace Stigma. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-11644-6_3

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