Dean’s greetings to LFC students

Matti Sommarberg, the Dean of the Faculty of Management and Business, greets new LFC students. He notes that LFC is a testimony of many key purposes of our faculty — we want to increase understanding of the complex environment, where people, society, technology, businesses and nature interact, and we are finding new knowledge to solve the grand challenges and wicked problems in a sustainable manner.

The Dean advises students to be alert during these times of a global pandemic. He reminds that the COVID-19 pandemic provides fruitful material for reflection about the topics that the MDP in Leadership for Change deals with. The Dean encourages everyone to contribute to the programme by being active, asking, commenting and making suggestions.

Welcome to LFC — you made a great choice!

LFC students analyze change at the Leadership Symposium 2020

 

New students in the master’s programme in Leadership for Change attended the virtual Leadership Symposium (in Finnish: Johtajuussymposium, johtajuus standing for leadership) organized on 9 September 2020 by the Faculty of Management and Business in Tampere University. The students were tasked to pay attention to how change — one of the key concepts of the study programme — was talked about, to relate this to their lectures and course readings and to write reflections on the basis of it. We are publishing some of the student reflections here.

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Leading sustainability: The importance of stakeholder relations

As part of their course Current Trends in Leadership and Change (LFCS05), LFC students have written blog posts about resilience, circular economy practices, stakeholder relations, conflicts in organizations and relational frictions in European monarchies.

There are several topics and areas that the management must consider when they are trying to move into a more sustainable way of doing business. In this blogpost, we will introduce and elaborate some themes that we find important when considering sustainable leading, focusing especially on the stakeholder point of view.

Sustainability has been discussed for a long time. During the first global environmental conference in 1972, the concept of sustainable development was first introduced by the United Nations Conference on the Human Environment, where nations discussed environmental issues. In 2015, the United Nations General assembly adopted “The 2030 Agenda for Sustainable Development” and defined 17 sustainable development goals (SDGs) with 169 related targets that address the major economic, social and environmental concerns our society is currently facing” (UN General Assembly, 2018). There are two sustainable development goals that refer to entrepreneurship mainly because of their association with education, creation of jobs, creativity and innovation – goal 4 and goal 8 (see UN General Assembly, 2018). Despite that sustainability has been on the table for a while, the question of “how to lead sustainably” is yet to be answered. We hope that in this blog post we can introduce some ways in which companies could be led in a more sustainable manner.

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How can conflicts benefit organizations?

As part of their course Current Trends in Leadership and Change (LFCS05), LFC students have written blog posts about resilience, circular economy practices, stakeholder relations, conflicts in organizations and relational frictions in European monarchies.

Even though conflicts can be seen as something destructive that need to be controlled or avoided, they can be productive and generate positive change (Rossi, 2019, p. 168). Furthermore, conflicts can create value and lead to new opportunities. This blog post discusses conflicts in organizations. How can conflicts benefit organizations and what should be taken into account?

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On Edible Insects, Waste Collection and Urban Farming – Circular Economy Practices

As part of their course Current Trends in Leadership and Change (LFCS05), LFC students have written blog posts about resilience, circular economy practices, stakeholder relations, conflicts in organizations and relational frictions in European monarchies.

Wouldn’t it be great if in the contemporary world of sustainability awareness, different production and consumption functions would generate as little waste and loss as possible? Natural resources would be used sparingly, and materials would be utilised efficiently and sustainably. The harrowing truth is that humankind cannot endlessly use scarce natural resources – for this reason there is a strong demand for a dynamic change. Possibilities for such a change can be explored, for example, on the basis of global megatrends, consumer practices, as well as concepts that aim to be holistic and multidisciplinary. One such notable concept is the circular economy (CE).

 

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Relational frictions in European monarchies

As part of their course Current Trends in Leadership and Change (LFCS05), LFC students have written blog posts about resilience, circular economy practices, stakeholder relations, conflicts in organizations and relational frictions in European monarchies.

Inspired by the political regimes in European countries and their implication in relational leadership, this blog post will investigate the oldest form of sovereignty still present around this continent: monarchies. As monarchies are significantly distinct in Europe’s political landscape, this text is going to focus on the state of relational leadership in monarchical systems. Therefore, the emphasis is hereinafter placed on the political relations of monarchs with the executive power of their country. The blog post briefly introduces the contemporary monarchs’ political role before shifting the focus to the United Kingdom and Spain, where relevant cases to this topic have arisen.

(Boy Wearing Crown Statue. Mike, 2016)

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LFC master’s theses spring 2020

We are happy to share LFC master’s theses from the spring semester 2020. Dear LFC students, congratulations for completing your works!

These theses discuss various topics such as the impact of economic sanctions, Finland in China’s Belt and Road initiative, Finnish policy entrepreneurship in the Arctic Council, and Armenia’s national role conceptions and their effect on the state’s foreign policy. Furthermore, the theses explore customer experience management through retail digitalization, institutional logics perspective in people analytics adoption, green human resource management (GHRM) perspective in Russian companies, the role of documentation during the bidding process for industrial solutions, and perception of key performance indicators by employees. There are also two theses that focus on stakeholder engagement in ecological restoration: one of the works discusses quarry site restoration and the other looks into rehabilitation of abandoned mine lands. As these master’s theses illustrate, Leadership for Change is a multidisciplinary Master’s Degree Programme and the programme provides tools to study diverse phenomena from different fields. Enjoy reading these compelling theses!

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Radical resilience

As part of their course Current Trends in Leadership and Change (LFCS05), LFC students have written blog posts about resilience, circular economy practices, stakeholder relations, conflicts in organizations and relational frictions in European monarchies.

The concept of radical resilience in the absence of state presence or assistance has been emerging in different contexts, such as in the United States. The blog post briefly explores the theoretical background, power relations and practical examples of resilience in the context of a sudden absence of governance structures. It also looks into resilience’s criticism and the concept’s implications for leadership.

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Raisa Foster: “Everything we have taken for granted has suddenly collapsed”

Based on Raisa Foster’s online lecture ‘Art, EcoJustice, and Leadership’ on 20.03.2020

We are living in an era of eco-social crisis, says Dr. Raisa Foster, a multidisciplinary artist and scholar based in Finland. In light of the COVID-19 pandemic and other ongoing background crises, she claims that “everything we have taken for granted has suddenly collapsed”.

 

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