Leadership, management and outcomes of wildlife reintroduction programs: Findings from the Sea Eagle Recovery Project
- Published
- Accepted
- Subject Areas
- Conservation Biology, Coupled Natural and Human Systems, Natural Resource Management
- Keywords
- conservation leadership, conservation champions, transformational leadership, wildlife reintroduction, white-tailed sea eagle, Haaliaeetus albicilla, organizational culture
- Copyright
- © 2014 Sutton
- Licence
- This is an open access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, reproduction and adaptation in any medium and for any purpose provided that it is properly attributed. For attribution, the original author(s), title, publication source (PeerJ PrePrints) and either DOI or URL of the article must be cited.
- Cite this article
- 2014. Leadership, management and outcomes of wildlife reintroduction programs: Findings from the Sea Eagle Recovery Project. PeerJ PrePrints 2:e667v1 https://doi.org/10.7287/peerj.preprints.667v1
Abstract
Wildlife reintroductions and translocations are statistically unlikely to succeed. Nevertheless, they remain a critical part of conservation because they are the only way to actively restore a species into a habitat from which it has been extirpated. Past efforts to improve these practices have attributed the low success rate to failures in the biological knowledge (e.g. ignorance of social behavior, poor release site selection), or to the inherent challenges of reinstating a species into an area where threats have already driven it to local extinction. Such research presumes that the only way to improve reintroduction outcomes is through improved biological knowledge. This emphasis on biological solutions may have caused researchers to overlook the potential influence of other factors on reintroduction outcomes. I employed a grounded theory approach to study the leadership and management of a successful reintroduction program (the Sea Eagle Recovery Project in Scotland, UK) and identify four critical managerial elements that I theorize may have contributed to the successful outcome of this 50-year reintroduction. These elements are: 1. Leadership & Management: Small, dedicated team of accessible experts who provide strong political and scientific advocacy ("champions") for the project. 2. Hierarchy & Autonomy: Hierarchical management structure that nevertheless permits high individual autonomy. 3. Goals & Evaluation: Formalized goal-setting and regular, critical evaluation of the project’s progress toward those goals. 4. Adaptive Public Relations: Adaptive outreach campaigns that are open, transparent, inclusive (esp. linguistically), and culturally relevant
Author Comment
This will be a submission to PeerJ for review.