Local ontologies and epistemologies of leadership in the Rosebank business precinct of Auckland, New Zealand
Du Plessis, Andries; Frederick, Howard
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Citation:du Plessis, A., & Frederick, H. (2010). Local ontologies and epistemologies of leadership in the Rosebank business precinct of Auckland, New Zealand. Interdisciplinary Journal Of Contemporary Research In Business, 2(7), 10-22. Retrieved from http://ijcrb.webs.com
Permanent link to Research Bank record:https://hdl.handle.net/10652/1724
The Rosebank Business Precinct is one of Auckland’s most highly developed Business Improvement Districts. This descriptive study, undertaken for Auckland City Council, examines the gaps between what Rosebank businesses actually want and what the workforce presently provides. A further aim was to investigate the potential for employee training, education and development in Rosebank. We conducted face-to-face interviews with about one-fifth of Rosebank companies using a 36-question questionnaire and employing random stratified cluster sampling. Fifteen of these firms also had in-depth interviews. From the present analysis, it is apparent that many firms lack leadership, leadership styles, managerial, computing and technology skills, which in turn leads to lower survival rates. Local authorities have a role to play in ontologies and epistemologies of leadership in the local organisations surveyed in Rosebank. Many owner/managers, regarded as leaders, held unsupportive attitudes toward training and education. The paper makes recommendations in the fields of labour force training, education and development; recruitment; and where leaders can recruit the right people.