The Leadership Conundrum: When Power and Politics Interfere in the Management of Social Capital
This paper identifies leadership qualities as relevant to the creation and sharing of knowledge, while giving consideration to socio-cultural situational factors which determine power-influence relationships affecting these changes.
||Knowledge, Power, Influence, Leadership, Social Capital
International Journal of Knowledge, Culture and Change Management, Volume 6, Issue 6, pp.141-148.
Article: Print (Spiral Bound).
Article: Electronic (PDF File; 1.902MB).
Jocelyn graduated from the College of Nursing Australia, in 1979 and has since gained clinical and administrative experience as a Registered Nurse in a diversity of health care settings throughout Australia. Jocelyn has worked for a number of years teaching health care delivery in vocational and higher educational sectors with a focus on professional standards, ethics and law. In 1996 Jocelyn was appointed to establish and manage the Victorian State office of the Royal College of Nursing, Australia and three years later she established a health consultancy business and was then appointed early 2000 as Director of Nursing/Manager of two aged care facilities in Melbourne, Australia. In 2001 Jocelyn accepted a position with the Higher Colleges of Technology, in the United Arab Emirates, as Head of UAE Armed Forces Nursing Program. Jocelyn has since been working in the UAE for the HCT in a number of managerial positions and currently is Chair of Health Sciences at Abu Dhabi Women’s College.
Jocelyn is studying with RMIT University, Australia as a Doctoral candidate in Project Management. The focus of her studies include Knowledge Management for Institutional Effectiveness, giving specific consideration to culturally derived power and political influences affecting organisational competitiveness and sustainability.
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