Marika Tammeaid | University of Helsinki (original) (raw)
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Papers by Marika Tammeaid
S ociety is more interconnected than ever before. We all have information readily available at ou... more S ociety is more interconnected than ever before. We all have information readily available at our fingertips, and we expect to have our voices and opinions heard. Traditionally, the public sector has occupied a command and control type position in society, but things are changing. Instead, there is an appetite for our public institutions to play a far more nurturing role which encourages innovation, foresight, collaboration, and progress. A significant shift is underway, which requires a new style of leadership. Marika Tammeaid, Director of Development, and Dr Petri Virtanen, CEO, at Finnish Itla Children's Foundation, have studied the fundamental shifts that the public sector needs to make and what this means for leadership, leadership development, and leadership capability. They have published their findings in their book
The use of general descriptive names, registered names, trademarks, service marks, etc. in this p... more The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use.
Routledge eBooks, Oct 17, 2022
Routledge eBooks, Oct 17, 2022
Routledge eBooks, Oct 17, 2022
Routledge eBooks, Oct 17, 2022
Springer eBooks, 2020
This chapter discusses how public sector managers and leaders think about their work and their or... more This chapter discusses how public sector managers and leaders think about their work and their organisations and with what kind of mindset reformulation should be developed to adjust to the demands of a changing society. The ability to perceive our organisations will also define how we observe and develop them. These skills can be developed, but the process requires an 'open-minded' attitude, a realistic understanding of one's personal strengths and weaknesses and the ability to see future possibilities from a new perspective. Broadening one's mind-related diversity is essential for top-level public sector executives; how to do it, relates to leaders' personal habits, preferences, and competencies. The contents of work, human resource management and competence building have changed markedly in recent decades. This relates to all types of organisations from business to public administration and further to the non-governmental sector. In the context of this chapter, cognitive ergonomics refers to the reorganisation of one's mind and to putting aside current ways of learning and ways of looking to the future, embracing the diversities of future life by accepting the complexities of society as the cornerstone of our wellbeing and everyday life. This chapter addresses the questions which deal with the perceptual distortions leaders may experience in leading their organisations. Cognitive ergonomics is also a lens through which to understand how public sector leaders' identity traits evolve. As a result, collective self-steering increases at all levels and sectors in public organisations.
Springer eBooks, 2020
Complexity creates change challenges for public institutions, public policies, public administrat... more Complexity creates change challenges for public institutions, public policies, public administration and thus for public sector leadership. This chapter asks how to nurture and strengthen leadership development with the use of new and upgraded leadership tools and practices in this context? The public sector's role in society is constantly evolving. At the moment, governments are being transformed in the direction of a more active role for government. The narrative about the idea of an enabling state is that active government enables diverse development across society, including new innovations and the strengthening of the 'whole of government' agenda. This calls for a new rationale and development tools for public sector leadership. Service-based production and action logic calls for a more nuanced role for public administration to ensure better public service delivery and thus the betterment of society. In practical terms, public administration is challenged to take a more active part in fostering innovativeness in society through the deployment of various ecosystems and value-creating cooperatives. This chapter describes these challenges and the changes taking place at an accelerating pace and discusses how they affect public sector leadership and how public sector leadership development tools and practices should be adjusted accordingly. 3.1 The Complexity Conundrum and Nasty Red Tape Plagues The society around us is open, spontaneous and service-based. • By openness, we refer to citizens' and service users' opportunity to give voice and act. Technology development, especially the Internet and the digitalisation of
Springer eBooks, 2020
The role and approach of public sector leadership change rapidly because everything else is chang... more The role and approach of public sector leadership change rapidly because everything else is changing around it—public institutions, public organisations, users of public services and the role of the media. This ongoing change calls for new understanding as regards learning mechanisms in relation to public sector leadership, specifically, how and why it takes place. Pragmatist philosophy and complexity theory strongly affect public sector leadership. These conceptual entities offer a fresh way to understand how and why public sector leadership development takes place and why it has to take into account the wide range of criticisms targeted at ‘old-school’ New Public Management and its construction of rational, positivist and quantitative approaches of evidence-based accountability. Good leaders are good because they have developed themselves to be better human beings and better at leading people. To develop yourself as a leader is a conscious act, it is a ‘mindset’ thing, which poses questions about open-mindedness, learning capability, honesty to yourself, interactivity, understanding of the conceptual relation between cause and effect and the skills to conceive of emerging issues from a ‘birds-eye perspective’. This chapter asks how leaders learn while identifying the organisational mechanisms that boost learning—and unlearning. By structural learning, we refer to the mechanisms of those leadership tools and practices which are directly linked, relationally and interwoven with each other, with the structures of public organisations and the positions leaders possess in their organisations (e.g. recruitment principles, rotation and job-switching mechanisms, and position-based requirements which provide an operational framework for public sector leaders to lead people). By dynamic learning mechanisms, we refer to the contents of leadership development tools, derived primarily from the changing mode of the operating environment, from leaders’ own experiences, from the personalities of leaders, learning-by-doing practices and the ways leaders learn and unlearn.
SN Business & Economics
Developing Public Sector Leadership, 2020
Complexity creates change challenges for public institutions, public policies, public administrat... more Complexity creates change challenges for public institutions, public policies, public administration and thus for public sector leadership. This chapter asks how to nurture and strengthen leadership development with the use of new and upgraded leadership tools and practices in this context? The public sector's role in society is constantly evolving. At the moment, governments are being transformed in the direction of a more active role for government. The narrative about the idea of an enabling state is that active government enables diverse development across society, including new innovations and the strengthening of the 'whole of government' agenda. This calls for a new rationale and development tools for public sector leadership. Service-based production and action logic calls for a more nuanced role for public administration to ensure better public service delivery and thus the betterment of society. In practical terms, public administration is challenged to take a more active part in fostering innovativeness in society through the deployment of various ecosystems and value-creating cooperatives. This chapter describes these challenges and the changes taking place at an accelerating pace and discusses how they affect public sector leadership and how public sector leadership development tools and practices should be adjusted accordingly. 3.1 The Complexity Conundrum and Nasty Red Tape Plagues The society around us is open, spontaneous and service-based. • By openness, we refer to citizens' and service users' opportunity to give voice and act. Technology development, especially the Internet and the digitalisation of
S ociety is more interconnected than ever before. We all have information readily available at ou... more S ociety is more interconnected than ever before. We all have information readily available at our fingertips, and we expect to have our voices and opinions heard. Traditionally, the public sector has occupied a command and control type position in society, but things are changing. Instead, there is an appetite for our public institutions to play a far more nurturing role which encourages innovation, foresight, collaboration, and progress. A significant shift is underway, which requires a new style of leadership. Marika Tammeaid, Director of Development, and Dr Petri Virtanen, CEO, at Finnish Itla Children's Foundation, have studied the fundamental shifts that the public sector needs to make and what this means for leadership, leadership development, and leadership capability. They have published their findings in their book
The use of general descriptive names, registered names, trademarks, service marks, etc. in this p... more The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use.
Routledge eBooks, Oct 17, 2022
Routledge eBooks, Oct 17, 2022
Routledge eBooks, Oct 17, 2022
Routledge eBooks, Oct 17, 2022
Springer eBooks, 2020
This chapter discusses how public sector managers and leaders think about their work and their or... more This chapter discusses how public sector managers and leaders think about their work and their organisations and with what kind of mindset reformulation should be developed to adjust to the demands of a changing society. The ability to perceive our organisations will also define how we observe and develop them. These skills can be developed, but the process requires an 'open-minded' attitude, a realistic understanding of one's personal strengths and weaknesses and the ability to see future possibilities from a new perspective. Broadening one's mind-related diversity is essential for top-level public sector executives; how to do it, relates to leaders' personal habits, preferences, and competencies. The contents of work, human resource management and competence building have changed markedly in recent decades. This relates to all types of organisations from business to public administration and further to the non-governmental sector. In the context of this chapter, cognitive ergonomics refers to the reorganisation of one's mind and to putting aside current ways of learning and ways of looking to the future, embracing the diversities of future life by accepting the complexities of society as the cornerstone of our wellbeing and everyday life. This chapter addresses the questions which deal with the perceptual distortions leaders may experience in leading their organisations. Cognitive ergonomics is also a lens through which to understand how public sector leaders' identity traits evolve. As a result, collective self-steering increases at all levels and sectors in public organisations.
Springer eBooks, 2020
Complexity creates change challenges for public institutions, public policies, public administrat... more Complexity creates change challenges for public institutions, public policies, public administration and thus for public sector leadership. This chapter asks how to nurture and strengthen leadership development with the use of new and upgraded leadership tools and practices in this context? The public sector's role in society is constantly evolving. At the moment, governments are being transformed in the direction of a more active role for government. The narrative about the idea of an enabling state is that active government enables diverse development across society, including new innovations and the strengthening of the 'whole of government' agenda. This calls for a new rationale and development tools for public sector leadership. Service-based production and action logic calls for a more nuanced role for public administration to ensure better public service delivery and thus the betterment of society. In practical terms, public administration is challenged to take a more active part in fostering innovativeness in society through the deployment of various ecosystems and value-creating cooperatives. This chapter describes these challenges and the changes taking place at an accelerating pace and discusses how they affect public sector leadership and how public sector leadership development tools and practices should be adjusted accordingly. 3.1 The Complexity Conundrum and Nasty Red Tape Plagues The society around us is open, spontaneous and service-based. • By openness, we refer to citizens' and service users' opportunity to give voice and act. Technology development, especially the Internet and the digitalisation of
Springer eBooks, 2020
The role and approach of public sector leadership change rapidly because everything else is chang... more The role and approach of public sector leadership change rapidly because everything else is changing around it—public institutions, public organisations, users of public services and the role of the media. This ongoing change calls for new understanding as regards learning mechanisms in relation to public sector leadership, specifically, how and why it takes place. Pragmatist philosophy and complexity theory strongly affect public sector leadership. These conceptual entities offer a fresh way to understand how and why public sector leadership development takes place and why it has to take into account the wide range of criticisms targeted at ‘old-school’ New Public Management and its construction of rational, positivist and quantitative approaches of evidence-based accountability. Good leaders are good because they have developed themselves to be better human beings and better at leading people. To develop yourself as a leader is a conscious act, it is a ‘mindset’ thing, which poses questions about open-mindedness, learning capability, honesty to yourself, interactivity, understanding of the conceptual relation between cause and effect and the skills to conceive of emerging issues from a ‘birds-eye perspective’. This chapter asks how leaders learn while identifying the organisational mechanisms that boost learning—and unlearning. By structural learning, we refer to the mechanisms of those leadership tools and practices which are directly linked, relationally and interwoven with each other, with the structures of public organisations and the positions leaders possess in their organisations (e.g. recruitment principles, rotation and job-switching mechanisms, and position-based requirements which provide an operational framework for public sector leaders to lead people). By dynamic learning mechanisms, we refer to the contents of leadership development tools, derived primarily from the changing mode of the operating environment, from leaders’ own experiences, from the personalities of leaders, learning-by-doing practices and the ways leaders learn and unlearn.
SN Business & Economics
Developing Public Sector Leadership, 2020
Complexity creates change challenges for public institutions, public policies, public administrat... more Complexity creates change challenges for public institutions, public policies, public administration and thus for public sector leadership. This chapter asks how to nurture and strengthen leadership development with the use of new and upgraded leadership tools and practices in this context? The public sector's role in society is constantly evolving. At the moment, governments are being transformed in the direction of a more active role for government. The narrative about the idea of an enabling state is that active government enables diverse development across society, including new innovations and the strengthening of the 'whole of government' agenda. This calls for a new rationale and development tools for public sector leadership. Service-based production and action logic calls for a more nuanced role for public administration to ensure better public service delivery and thus the betterment of society. In practical terms, public administration is challenged to take a more active part in fostering innovativeness in society through the deployment of various ecosystems and value-creating cooperatives. This chapter describes these challenges and the changes taking place at an accelerating pace and discusses how they affect public sector leadership and how public sector leadership development tools and practices should be adjusted accordingly. 3.1 The Complexity Conundrum and Nasty Red Tape Plagues The society around us is open, spontaneous and service-based. • By openness, we refer to citizens' and service users' opportunity to give voice and act. Technology development, especially the Internet and the digitalisation of