What are the main findings from your research that led to/will lead to impact?
Research at ULMS (2003-present) identifies that managers demonstrate greater ability to lead change in complex, multi-party contexts when they adopt an approach that integrates critical reflection, inquiry, and collaborative dialogue. These three elements have been integrated to provide a distinctive approach to change management and leadership in complex multi-stakeholder contexts that we label the "Liverpool Model". It has been known for some time that a mechanistic approach to leadership/management has limited success the more ill-defined a work problem situation is and the more complex the stakeholder relationships. ULMS research is a major contributor to the debate.
What activities are you planning to undertake in order to generate impact?
The Liverpool Model has been applied within Food security programme in Mozambique following participation of the programme CEO in an ULMS Executive Education course. A programme of training in the Liverpool Model was delivered in Mozambique (Nov'19) by Paul Ellwood in order to extend its application to a wider group of managers and stakholders of the programme.
How did you disseminate your research?
The research was disemminated through bespoke training programmes.
Which external stakeholders have you engaged with to generate impact?
The key stakeholder a state-owned Mozambique enterprise called "RBL". They have responsibility for the food security programme within the Baixo-Limpopo Irrigation Scheme. Through them we have engaged with Foreign Investors (notably Chinese rice producers), local Governments officers, and officers from the ministry of agriculture.
How did impact happen?
Adopting the Liverpool Model of leadership resulted in RBL changing the model of technology transfer within the food security programme.
What has happened as a result of the change that came about because of your research and impact activities/what is the outcome you expect as a result of the change you are seeking to achieve?
As a result of the change in the technology transfer model within the food security programme the productivity of rice growing has increased. Key evidence is that the Bank of Mozambique commissioned a comparative study of two food (rice) security programmes within the country. The programme whose management was transformed using the "Liverpool Model" was the "Baixo-Limpopo Irrigation Scheme".
Dr Paul Ellwood and Dr Clare Rigg
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