Findings from this empirical evidence suggest that when workplace leadership includes components of the psychological contract, wellbeing, resilience and belonging outcomes emerge. In this context, we also explore leadership in a range of regional customer service organisations. To highlight this, we provide a detailed example of a breach of contract in a regional area where workers, their families and the community reported feeling betrayed after years of work, dedication and loyalty to organisation. Any breaches of the psychological contract may prove detrimental to the wellbeing of the individual, the organisation and the wider community. In this chapter, we explore leadership styles and discuss the importance that psychological contracts have in the employment relationship and how they influence employee wellbeing. Work holds a key place within modern urban life, and this is no less within regions.
Further research is needed to gain insight in the effectiveness of partnership research, that is, in how a partnership succeeds or fails to reach research goals, for example, improvement of practice, impact, and empowerment of stakeholders. The findings presented here focus on the partnership research process and the participation of multiple stakeholders as partners. We highlight three issues, being the reach, the depth of participation, and the power dynamics between stakeholders and researcher. In combination with theoretical concepts, we provide insight into how a partnership based on a nonhierarchical relationship between stakeholders and researcher is developed. In this article, we present a case study in which partnership research is applied in the form of multistakeholder participation. This sounds clear, yet it is susceptible to various interpretations and coloring, creating the risk of unbalanced power between stakeholders and researcher. Key elements in partnership research are the participation of multiple stakeholders and a shared responsibility and control over ideas, processes, and outcomes. Partnership research projects between academic researchers, service providers, policy makers, and persons from vulnerable populations are increasingly promoted as a means to inform and improve research and practice. We conclude that the canvas and associated facilitation approach has proved useful in different contexts, offering opportunities for complementing existing methodologies, and potentially enhancing their efficacy in facilitated multi-stakeholder processes. Illustrations are provided of initial application in three cases related to food system transitions in Peru, Ethiopia, and Bangladesh, exploring the connectivity withĪpproaches commonly used in the context of system transformations, including the Multi-Level Perspective on sustainability transitions, the Leverage Points approach, Capability Approach, and the theory of Large System Change. In this paper, a strategic scoping canvas and an associated facilitation process are presented as a way of enhancing shared understanding among stakeholders. The loosely applied concepts of transformations and transitions often result in unarticulated different visions and expectations among stakeholders regarding the orientation and ambition of a particular initiative related to system transitions/ transformations.
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