Avalike organisatsioonide juhtimine on huvitav väga mitmes aspektis. Muuhulgas aga põhjusel, et sageli on tegemist spetsiifilise professiooni esindajatega ning organisatsiooni juhtimispraktikad kattuvad suuresti konkreetse professiooni mõtlemis- ja käitumismustritega, kuid see ei pruugi organisatsiooni juhtimise (või valitsemise) seisukohast olla väga hea idee. Siinviidatu võiks huvi pakkuda suurele hulgale lugejatele, sest avab turbulentse keskkonna juhtimise perspektiivis ning demonstreerib empiiriliselt erinevate praktikate võimekusi.

Konteksiks turbulentist:

Turbulence is characterized by surprises, inconsistency, unpredictability, and uncertainty (Ansell et al. 2020), and public organizations in democratic countries – where elected politicians govern on behalf of the citizens – will always experience some level of turbulence, because the political process with multiple stakeholders is unpredictable (Torfing et al. 2020).

Avalike organisatsioonide väljakutsed turbulentsel ajal:

In turbulent times, political and administrative top leaders expect public organizations to be dynamically resilient. This implies that public organizations must be able to do more than merely ‘bounce back’ and absorb the external shocks while maintaining function. Public organizations are also expected to adapt and transform during periods with intense turbulence to continually create public value (Stewart and O’Donnell 2007; Barasa et al. 2018). Ensuring that organizational goals are still achieved under uncertain, complex, and unpredictable conditions demands a combination of various types of leadership.

Igapäevapraktikad:

For that reason much public ‘everyday leadership’, such as professional development leadership (PDL), focuses on the development and activation of professional norms and knowledge in an organizational context (Grøn et al. 2019).

Professioonist tõukuvad ja põrkuvad probleemid:

Professional norms may clash with organizational goals (Raelin 1986), and the failure of public professionals to apply their specialized knowledge and follow professional norms in service delivery can literally have fatal consequences for citizens (McGivern et al. 2015). It is therefore essential for public managers to align, develop, and activate professional resources regardless of the turbulence intensity.

Turbulentsi dimensioonid:

Inspired by recent literature, we distinguish between three turbulence dimensions (Ansell and Trondal 2018, pp. 44-45). First, turbulence implies shifting parameters, which has been described using the phrase ‘ground is in motion’ (Emery and Trist 1965, p. 26), suggesting that stable parameters are changing and thereby challenge operations. […] The second turbulence dimension captures unexpected institutional entanglements, which public managers experience as sudden recognitions of unexpected interdependence (Ansell and Trondal 2018, p. 45). […] The final turbulence dimension is temporal complexity, which often results from multiple and shifting tempos, such as when organizations shift from routine programme action to rapid response (Laporte and Consolini 1991; Bigley and Roberts 2001; Ansell and Trondal 2018).

Professionaalid ja professioon:

Professionals are guided by professional norms and knowledge in the ways they do their job, and appealing to professional norms and knowledge can thus be useful when public managers wish to influence professionals’ positions and behaviours via leadership (Andersen and Jakobsen 2016; Grøn et al. 2019).

Lugemishuvi suurendamiseks:

We identify three overall patterns as to how public managers applied leadership focused on developing and (de)activating professional norms and knowledge in a context with high turbulence intensity.

Lund, C. S., & Andersen, L. B. (2022) Professional development leadership in turbulent times Public Administration symposium: Robust politics and governance in turbulent timesPublic Administration.