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All Journal Asia-Pacific Management and Business Application
Phil Ramsey
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Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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Shedding Light on Trust Lesley Gill; Phil Ramsey
APMBA (Asia Pacific Management and Business Application) Vol 1, No 2 (2012)
Publisher : Department of Management, Faculty of Economics and Business, Brawijaya University

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (781.419 KB) | DOI: 10.21776/ub.apmba.2012.001.02.2

Abstract

New Zealand Human Resource Development practitioners interviewed in earlier research indicates that building “trust” is necessary if training efforts in the area of Emotional Intelligence are to be successful.  Yet, trust is often not defined clearly by those working in the field of HRD.  To establish a definition of trust that provides HRD practitioners with direction in the design of training programs, a large group conversation utilizing the “World Café” process was undertaken, after which EI training practitioners wrote reflections on the nature of trust.  Experienced EI Trainers tended to define trust in terms of the outcome produced in training, which was the readiness of participants to talk.  Defining trust in this way has the advantage of involving a low level of inference.  Trainers also identified actions within their control that could stimulate greater readiness amongst training participants about their experiences to trainers and other learners. The aim of the article is to provide a practice-based definition of trust that can inform HRD practitioners working in the field of Emotional Intelligence.
COLLECTIVE LEADERSHIP: A Case Study of the All Blacks Thomas Johnson; Andrew J Martin; Farah R Palmer; Geoffrey Watson; Phil Ramsey
APMBA (Asia Pacific Management and Business Application) Vol 1, No 1 (2012)
Publisher : Department of Management, Faculty of Economics and Business, Brawijaya University

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (477.489 KB) | DOI: 10.21776/ub.apmba.2012.001.01.4

Abstract

This case study evaluates the development of a formal collective leadership approach by the All Blacks (New Zealand’s national men’s rugby team) management. The All Blacks have an astonishing 75% winning record in test matches over a hundred year period. This winning ethos is part of their organizational culture, which has been developed, nurtured and sustained since the inception of the first national team in 1903 (Palenski, 2003; Tobin, 2005).In this qualitative research study, primary data was obtained through the analysis of semi-structured, in-depth interviews with past and present All Black captains and coaches (over a period of 60 years from 1950-2010). Stories which are narratives based on true events provide a rich description, which enhances the credibility and transferability of the findings.A key finding is the strong senior collective leadership that has been ever present. Originally led by senior players informally from ‘the back seat of the bus’ this internal leadership has been formalised by the most recent coaching team and has proved to be very effective with regards to maintaining a winning culture in an ever-changing organizational and socio-cultural environment. The learning culture and learning leadership demonstrated within the All Blacks collective leadership model instils a commitment to total honesty in self and team evaluation and reflection. It is anticipated that these findings will be transferable to other business and team sport contexts and assist in organizational development. 
Co-Authors Andrew J Martin Farah R Palmer Geoffrey Watson Lesley Gill Thomas Johnson