Dr Smita Tripathi
Lecturer in Human Resource Studies/Leadership
Plymouth Business School (Faculty of Arts, Humanities and Business)
Smita is Lecturer in Human Resource Studies/ Leadership and specialises in teaching human resource management, organisational change and performance, public sector management, leadership and governance on the graduate and post graduate levels.
She is enthusiastic about UG and PG teaching and supervision in the areas of leadership, change and performance management, critical issues in leadership and management, people management, narratives and organisational discourse.In the past her roles have included:
Civil Servant (Department of Customs and Central Excise, India) 1994-2002
Research Fellow (2004-05), University of Plymouth
Project Manager (ESF funded AcHE Project (2004-2008), HEFCE funded SLP Project (2008))
Associate Lecturer (Plymouth University, 2003-11)
Smita's PhD is titled Fluid Fractals: Leadership at the Apex of Local Authority in England. Dominant/mainstream theories of leadership offer limited help to understanding the relational, processual and collaborative constructions of leadership within pluralist state delivery systems and is critiqued leading to the development of the fluid fractal kaliedoscopic © model of leadership, which has four critical foci, namely,
• Context situated in the organisational, inter-organisational and networks around internal working, culture and politics policy, place, partnerships;
• Shared values embedded in nature of leadership with roles and relationships that intertwine and drive the understanding of collaboration, value, trust, legitimacy and identity and forge shared understandings and action;
• Process and practice with an emphasis on service delivery, the ‘doing’ of leadership including setting standards, decision-making, strategizing (vision and implementation), team working, reform and change; and,
• Narratives of leadership incorporating the language games, the rhetoric, the metaphors and symbols which influence the spirit of implementation of service and define and determine leadership discourses.
The fractal model of leadership resulted from an interpretivist-constructivist paradigm and a case study strategy of a local authority which included making sense of 34 transcripts of the semi-structured interviews with officers, members and stakeholders, observations over a year and documentary analysis. Though the fluid fractal model establishes an archetype, it is essential to explore the insights provided by these lenses and the dynamism that they accord through myriad patterns.The analogy with a kaleidoscopic fractal enables a rich understanding of leadership rooted in a specific context of service delivery yet with endless possibilities of leadership built from the permutations and combinations of the four themes.
She has an MBA (distinction) from the University of Plymouth (2002-2003), MPhil (Merit) from Jawahar Lal Nehru University, Delhi, India in Sociology (1992-1994).
She describes herself as a lapsed practitioner in academia and is passionate both about academic teaching and learning as well as its wider relevance to the workplace. This drives her agenda of research informed teaching and enhancing the student expereince.
Smita is Lecturer in Human Resource Studies/ Leadership and specialises in teaching human resource management, organisational change and performance, public sector management, leadership and governance at the graduate and post graduate levels.
She is currently module leader for three post-graduate modules: PGBS 0316 Leading Managing and Developing People, MBA 726 Global Leadership and Ethics and LDR 506 Contemporary Issues in Leadership for the MSc in Advanced Professional Practice.
As lecturer in Human Resource Studies and Leadership,Smita's teaching is concentrated in the broad arena of leadership, ethical and contemporary issues in leadership and management, both at undergraduate and post graduate levels including the MA (HRM), MBA and the MSc in Advanced Professional Practice. She is also teaching and module leader on the undergradute module BMG 302 titled Organisational Leadership.
In the academic year September 2011-September 2012, Smita was Module leader and lecturer on the 3rd Year BSc in Public Services specifically the GPS 3002 titled Human Resource Management Strategy and Planning in the Public Sector and GPS 3004 Managing Change and Performance in the Public Services.
For the past 8 years, Smita has contributed extensively to the teaching of undergraduate and post graduate modules in the broad area of Strategy and International Business, Communication and Managing Cultural Diversity, Study Skills and Public Sector Management focusing on Leadership, Strategic Human Resource Management, Performance and Change Management
Smita has designed and developed open education resources (OERs) to support learning in the workplace for a HEFCE-funded project based at the University of Plymouth named Learning from WOeRK. These are teaching and learning resources that are freely available online for everyone to use, whether a tutor, or student as part of flexible continuing professional development (CPD) degree framework. The topic covered was Introduction to leading and managing at the workplace worth 10 credits at level 4 and consists of e-presentations (e.g. PowerPoint presentations), digital audio and video tutorials, optimised for viewing on computers and mobile devices.
In 2009-10, she was module leader of Human Resource Management Strategy and Planning in the Public Sector (GPS 3002) and Managing Change and Performance in Public Organisations (GPS 3004). Besides teaching, she have supervised dissertations and research projects, undertaken programme management including planning and designing the module and lectures and facilitating Subject Assessment Panels.
In 2008-09, Smita taught on the MSc/Postgraduate Diploma Public Management Stage 1 on the following modules: GPS 5001 (Strategic Human Resource Management), GPS 5002 (Resource Management in the Public Sector), GPS 5003 (Managing Change and Performance in Public Organisations) with Professor Kerry E. Howell, Dr. Adrian Barton and Dr. Mark Hyde. The students were practitioners working in local government and doing part-time studies.
In terms of research, Smita is keen on all aspects of leadership and change in organisations. She is in the final stages of her PhD on leadership at the apex of local authority. She has conducted research on local strategic partnerships and innovation and enterprise. She has published on public sector management, leadership, ethics and trust, and governance. Her other research interests lie in sustainability, social enterprise, change and performance, enterprise and creativity.
Smita's doctorate is an exploration of critical constructs around leadership through four lenses which draw together in fluid fractals. These much more organic and evolving patterns of leadership includes : i) the context in which leadership is situated and performs, ii) the shared and relational nature of leadership in interactions and continuous happenings, and the web of roles and relationships between powerful actors, which are perpetually evolving and contextualising, iii) the doing of leadership with its focus on interactive processes and practices, and iv) the narratives of leadership including the language games, the rhetoric, the metaphors and symbols which can challenge as well as reinforce the existing patterns of leadership as they emerge and mould and are moulded in diverse patterns.
· Academic Research: This has resulted in several published articles: 2 book chapters, Conference proceedings and journals articles for peer reviewed journals. The research has focussed on the area of leadership, public sector leadership and management challenges in the face of rapid changes.
· Applied Research: Since 2004, Smita has successfully obtained various grants to conduct applied research in the public sector and managed the projects ensuring completion on time, as per budgets and achieved the project goals. This included the: Local Strategic Partnership Research, evaluating community partnership within twelve regional Local Strategic Partnerships (LSPs) in the South West; the Strategic Leadership Project, partly funded by HEFCE focussing on base-lining and building leadership, governance and management capacity for HE in 11 FECs in the South West; and the Accessible Higher Education project which lead to the creation of the 11 FDs in Public Services whose students progress to the BSc in Public Services.
Grants & contracts
Smita secured £75,000 from HEFCE working with 11 FECs to enhance their leadership, governance and management with the view to delivering quality higher education.
Smita with her team successfully secured funding from European Social Fund (Objective 3 funding) administered by Government Office South West for the capacity building project working with 18 FECs to design and deliver quality Higher Education.
- Social and Public Policy
Tripathi, S. and Dixon, J., (2008) Leadership in a Paradoxical Public-Sector Environment: The Challenges of Ambiguity, The International Journal of Leadership in Public Services 4:3, 4-14.
• Dixon, J., Sanderson, A. and Tripathi, S., (2007) “Governance and the Public Interest: The Challenges for Public Sector Leaders”, in Public Governance and Leadership (eds. Koch, R. and Dixon, J.), Weisbaden, Germany: Gabler-Verlag.
• Dixon, J., Sanderson, A. and Tripathi, S. (2007) Leading Effectively in a Paradoxical Public Management Environment in International Symposium on Public Governance and Leadership, University of Plymouth, 24-25 May 2007.
• Dixon, J., Sanderson, A. and Tripathi, S. (2006) "Ethics, Trust and the Public Interest: The Contending Modes of Societal Governance", in Governance of the State, (eds. Kakabadse, N.K. and Kakabadse, A., London: Palgrave.
• Dixon, J. Sanderson, A. and Tripathi, S. (2006) "Community Empowerment: Developing Post-Bureaucratic Management Skills," in Proceedings of 2006 EFMD Conference on Management Development (CD Rom) Brussels: European Foundation for Management Development
• Dixon, J., Sanderson, A. and Tripathi, S (2005). "Managing in a Paradoxical Public Sector Environment: The Leadership Challenge of Ambiguity", in Proceedings of 2005 EFMD Conference on Public Sector Management Development and Radical Change (CD Rom), Brussels: European Foundation for Management Development.
• Dixon, J., Tripathi, S., Sanderson, A., Gray, C., Rosewall, I. and Sherriff, I. (2005) "Accessible Higher Education: Meeting the Challenges of HE in FE" in Foundation Degree Forward Journal, No.6: 34–38.
• Dixon, J. Sanderson, A. and Tripathi, S (2004). "Improving Public Sector Leadership: Philosophical Dispositions and Situational Leadership", in Proceedings of 2004 EFMD Conference on Public Sector Management Development (CD Rom), Brussels: European Foundation for Management Development.
• Conference Paper Presentation at the 10th International Studying Leadership Conference (ISLC) held on 12th and 13th December, 2011 at the Bristol Business School at the University of the West of England, UK.
• Conference Presentation at the 25 Year Anniversary BAM Conference scheduled for the 13th – 15th September 2011 titled Strategic Leadership at the Apex of Local Authority: The lens of leadership narratives.
• Conference Presentation at the Public Administration Conference 2011 scheduled for 5th & 6th September titled Strategic Leadership at the Apex of Local Authority: Some Findings at the Business School, University of Birmingham.
• Presentation at the Social Policy Association 2011 Conference between 4th-6th July 2011 titled Strategic Leadership at the Apex of Local Authority, Some preliminary findings.
• University of Plymouth PostGraduate Symposium on 27th May 2011 titled Strategic Leadership at the Apex of Local Government: An Exploratory Case Study.
• Methods @Plymouth2011 Conference on 19th of May, 2011 titled Strategic Leadership of Local Authority: Case Study Methodology.
• Indian Institute of Management, Fourth Annual Conference on Public Policy and Management, 9-12th August 2009 titled Leadership and Governance in the New Public Management: The Paradoxes and Challenges.
• University of Plymouth PostGraduate Symposium on 19th May 2010 and on 15th May 2009. These conferences have marked the first stage in the writing of an academic paper and I have found the feedback extremely useful.
• 2006, 2005 and 2004 EFMD Conference on Public Sector Management Development Brussels: European Foundation for Management Development (See publications for relevant details).
Reports & invited lectures
Report to HEFCE on Strategic Leadership Project (2008)
Accessible Higher Education Project Report (December 2006): Final Project Report. This £300,000 capacity building project was jointly funded by European Social Fund, University of Plymouth and Bournemouth University.
Other academic activities
My research interests include leadership, public sector management, reform and managerialism, performance and change management, enterprise and innovation, and sustainability and social enterprise.
Smita has wide experience of designing, developing, validating/ re-validating undergraduate and post graduate courses and modules. As part of the ESF funded project, she worked with FECs in the South West supporting their design and delivery of Foundation Degrees in the broad area of public services. She has been involved in conducting market research for designing sustainable programmes. As part of a team, she has successfully validated undergraduate and post graduate programmes including the Top-up BSc in Public Services, BSc in Public Service Management and the MSc in Public Management