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    Leadership roles of NGO managers in post social welfare subvention reform in Hong Kong

    188055_TIK2012.pdf (6.276Mb)
    Access Status
    Open access
    Authors
    Tik, Chi Yuen
    Date
    2012
    Supervisor
    Prof. Alma Whiteley
    Dr Margret McCabe
    Type
    Thesis
    Award
    DBA
    
    Metadata
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    School
    Graduate School of Business
    URI
    http://hdl.handle.net/20.500.11937/1051
    Collection
    • Curtin Theses
    Abstract

    New Public Management has been a worldwide phenomenon heralding many changes in the way public sectors and public services are led and managed. One such change is radical and as such is a worthwhile focus of study. Accordingly, this study investigates a change initiative, Social Welfare Subvention Reform in Hong Kong. Key respondents were NGO leadership and managers. Insights into the challenges and leadership roles after the introduction of Social Welfare Subvention Reform in Hong Kong were gathered. A constructivist ontology, interpretive epistemology and qualitative methodology were adopted. Theoretical perspectives included both symbolic interactionism (the search for meaning) and phenomenology (experiential accounts) and these were reflected in the data collection.Grounded Theory was adopted for its qualities of emergence and systematic procedures. Data collection was by semistructured interviews. Data were analysed using content analysis with utterances as the unit of analysis. Invivo coding and constant comparisons were used to develop core constructs. Findings showed that NGO managers were facing a wide range of challenges and they changed their leadership roles in the process of organizational changes. From those identified leadership roles emerged the overarching core leadership role that was NGO Leadership. Based on the identified leadership roles, and given the exploratory nature of the study a tentative model is presented – Three-Levels Leadership Model. It demonstrated how the NGO managers perform their leadership roles in an NGO setting when they are facing the changes.

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