Leadership and change management:
"Leadership and Change Management provides the reader with a practical, real-world understanding of several dimensions of leadership that are usually neglected in management textbooks, such as the nature of new realities and how managers can improve their insight into them, and how leaders can...
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Los Angeles [u.a.]
Sage
2009
|
| Edition: | 1. publ. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Summary: | "Leadership and Change Management provides the reader with a practical, real-world understanding of several dimensions of leadership that are usually neglected in management textbooks, such as the nature of new realities and how managers can improve their insight into them, and how leaders can identify and overcome resistance to change. Drawing on a wide range of insightful, global real-life case studies to capture the imagination, the topics covered include critical systems thinking, philosophies of leadership, group dynamics, authority, ethics, personal character and the psychology of leadership."--From publisher description. |
| Physical Description: | XIX, 264 S. |
| ISBN: | 9781847873408 1847873405 1847873413 9781847873415 |
Staff View
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Record in the Search Index
| _version_ | 1804138342045974528 |
|---|---|
| adam_text | CONTENTS
Preface
xii
Acknowledgments
xv
Introduction
xvi
1
NEW REALITIES AS THE FORCE OF CHANGE
1
Introduction
1
Primary Goal of Organizations
2
The Criticality of Relevance
2
Relevance is Relational Power
3
Relevance Requires Responding to New Realities
3
The Forces of Change
4
The Pervasiveness of Change
4
Change: A Shift in Space and Time
5
Change as the Only Reality
6
Change Theories
8
Change and Loss
9
We Dislike Change
9
New Realities
9
Value Tensions
11
Adaptive Capacity
13
The Complexity of Organizational Change
14
Good Change and Bad Change
16
Why Change Fails
17
Adaptive, Creative and Innovative Responses to Change
18
Adaptive Learning Organizations
18
Learning Can Be Unlearning
20
The Shape of New Realities
-
The Future is Now
21
The Prime Task of Leadership
-
Identifying New Realities
22
Systemic Leadership
25
Inductive Thinking
25
Executive Summary
26
Key Concepts
27
Case Study: Lifelong Bank and Trust (LLB)
27
Organizational Exercise: Maiden Mills
28
Further Reading
30
vi LEADERSHIP AND
CHANGE
MANAGEMENT
2
CRITICAL
SYSTEMS
THINKING
31
Introduction
З
1
The Adaptive Age
32
The Panacea of the Technical Fix
32
A New Age
33
A New Mindset
34
What is a System?
35
Living Systems and Adaptation
37
The Goal of Living Systems
37
Adaptive Systems as Open Systems
37
What is Systems Theory?
38
General Systems Theory
38
Applying Systems Theory
39
The Macrocosm-Microcosm Principle
41
A Systems Thinking Mindset
43
Big Picture Thinking
43
Values and Roles
45
New Realities
47
An Open Systems Approach to Organizational Analysis
48
Benefits of Systems Thinking
49
System Dynamics
51
Importance of Feedback for Learning
52
Challenges to our Thinking Processes
53
Limitations to Effective Thinking and Decision Making
53
Executive Summary
55
Key Concepts
56
Case Study: Killing the Wrong Disease
56
Organizational Exercise: One Cup of Yoghurt at a Time
57
Further Reading
59
3
PHILOSOPHIES, THEORIES AND STYLES OF LEADERSHIP
61
Introduction
61
The Allure of Leadership
62
Defining Leadership
64
Leadership Theory, Practice and Paradigms
66
Transformational versus Transactional Leadership
68
Servant Leadership
70
Emotional Intelligence
71
The Power of Refraining
72
The Systemic Leadership Approach: An Introduction
73
Becoming a Systemic Leader
78
The Fascination with Leaders and Leadership
79
CONTENTS
vìi
Executive
Summary
80
Key
Concepts
81
Case Study: The HR Department Challenge
81
Further Reading
82
4
THE SYSTEMIC LEADERSHIP APPROACH
83
Introduction
83
Systemic Leadership
-
The Concept
84
The Goal of Systemic Leadership
86
Key Assumptions that Underpin the Systemic Leadership Approach
86
Mobilizing Others
87
Followers
88
Systemic Leadership as Transformational Leadership
88
Systemic Leadership as an Activity
89
Capacity versus Capability
90
The Role of Leadership versus the Role of Authority
90
Adaptive versus Technical Work
92
Adaptive Work
93
Technical Work
94
The Tasks of Systemic Leadership
95
Systemic Leadership Tasks Outlined
95
Case Study: Old College University
101
The Importance of Vision
107
Executive Summary
108
Key Concepts
109
Case Study: Hunt vs. Blake
110
Organizational Exercise: Mind the Gap
113
Further Reading
115
5
AUTHORITY, OBEDIENCE AND POWER
117
Introduction
117
Defining Authority
118
The Role of Authority in Our Lives
119
Engaging with Authority
120
Obedience and Authority
121
The Moral Force of Authority
124
The Concept of Transference
125
Max Weber and Authority
127
Legitimacy
127
Rational Authority
128
Traditional Authority
128
Charismatic Authority
128
viii
LEADERSHIP
AND CHANGE MANAGEMENT
Formal and Informal Authority
129
Formal Authority
-
Role-related Authority
129
Informal Authority
-
Attribute-related Authority
131
External and Internal Authority
133
Changing Nature of Authority in Organizations
134
Authority, Power, Leadership and Group Dynamics
136
Power
137
Positional Power
138
Personal Power
138
Authority and New Realities
139
Leading with or without Authority
140
Executive Summary
141
Key Concepts
142
Case Study: Flight Risk
143
Further Reading
144
6
ORGANIZATIONAL BEHAVIOR, GROUP DYNAMICS
AND CHANGE
145
Introduction
145
Systems Thinking
146
New Realities and the Impact of Change
147
Loss and Value Tensions
148
The Challenge of Learning
148
The Challenge of Reality
148
Embracing the Shadow
149
A Shadow Tale
151
The Tasks of Organizations
152
Group Relations Approach
154
Group Relations Theories in Action
155
Description of Groups
155
What we Learn from
Bion
156
Group Survival
157
Large Groups
158
Splitting
158
Projective
Identification
159
Role Specialization
160
Scapegoating
161
Regression: A Consequence of Group Life
162
The Ethical Orientations of Groups
162
Organizational Culture and Change
163
The Anxieties, Defenses and Tensions of Change
165
Brief Review
165
CONTENTS ix
Responses
to Change
168
Expanding Group Dynamics to the Organization
168
Containment Function of Leadership
169
Creating a Holding Environment
170
Executive Summary
172
Key Concepts
173
Case Study. Compass Electrical
173
Organizational Exercise: A Final Summer!
175
Further Reading
176
7
THE SHADOW SIDE OF LEADERSHIP
177
Introduction
177
The Seduction of Leadership
179
The Warning Signals of Shadow Leadership
180
Warning Signals for Destructive Leadership Behaviors
181
The Challenge of Reality
182
A Glimpse of Reality
182
Manipulating Reality
183
The Reality of Leaders
184
The Reality of the Shadow
185
Leaders and Narcissism
186
The Roots of Narcissism
187
Narcissism and the Organization
188
Narcissism and Organizational Totalitarianism
189
Fear and Power
-
The Deadly Mix
191
The Pervasiveness of Fear
191
Leadership Fears
191
Exploiting the Fears of Others
192
The Catch-22 of Positional Power
195
Joint Responsibility for the Shadow of Leadership
195
The Shadow Side of Morality
196
Executive Summary
196
Key Concepts
197
Case Study, A Final Summer
198
Further Reading
198
8
LEADERSHIP AND ETHICS
199
Introduction
199
New Realities and Ethics
200
New Realities Affect Everyone
200
New Realities Bring Different Value Tensions
201
New Realities are neither Good nor Bad
201
χ
LEADERSHIP
AND CHANGE MANAGEMENT
Reality is the Truth
201
Leadership is an Intrinsically Ethical Endeavor
202
Untangling Ethics and Morality
203
Ethics
203
Morality
205
Moral Relativism
207
The Ethical Quest
208
The Ethical Question
208
Self-awareness and Reflection
209
Power and Fear
210
An Ethical Life Exceeds a Moral Life
210
The Moral Power of Groups
211
Corruption
214
Executive Summary
214
Key Concepts
215
Case Study: Secrets
215
Organizational Exercise: Parmalat
-
Where Cheese Does Not
Mean Smile
217
Further Reading
218
9
SYSTEMIC LEADERSHIP AND STRATEGY
219
Introduction
219
New Realities and Remaining Relevant
220
Adapt or Die: Adaptation and the Learning Organization
221
Strategy Development Emerges from Adaptive Work
221
Adaptation Results from Learning
222
New Realities Provide Learning Opportunities
222
Distributed Market Leadership
224
The Strategy Process
225
The Strategy Game
225
Leadership and Strategy
226
Good Strategy and Bad Strategy
227
Strategy Setting Needs to Reflect Reality
227
The Power of Scenario Planning
228
New Realities
231
Some Other New and not so New Realities
232
Executive Summary
233
Key Concepts
233
Case Study: Susan and Family Friendly Laundries
234
Organizational Exercise: Tata Group
235
Further Reading
237
CONTENTS xi
10 THE
LEADER IN
YOU
238
Introduction
238
A Review of the Systemic Leadership Approach
239
Optimal Skills and Capabilities Required of Systemic Leaders
241
Essential Skills of the Systemic Leader
242
Exercising Leadership in Response to Group Behavior
244
Staying Alive
245
The Leader in You
246
Executive Summary
247
Key Concepts
247
Case Study: Susanna Johnson
248
Further Reading
250
Bibliography
251
Index
261
|
| adam_txt |
CONTENTS
Preface
xii
Acknowledgments
xv
Introduction
xvi
1
NEW REALITIES AS THE FORCE OF CHANGE
1
Introduction
1
Primary Goal of Organizations
2
The Criticality of Relevance
2
Relevance is Relational Power
3
Relevance Requires Responding to New Realities
3
The Forces of Change
4
The Pervasiveness of Change
4
Change: A Shift in Space and Time
5
Change as the Only Reality
6
Change Theories
8
Change and Loss
9
We Dislike Change
9
New Realities
9
Value Tensions
11
Adaptive Capacity
13
The Complexity of Organizational Change
14
Good Change and Bad Change
16
Why Change Fails
17
Adaptive, Creative and Innovative Responses to Change
18
Adaptive Learning Organizations
18
Learning Can Be Unlearning
20
The Shape of New Realities
-
The Future is Now
21
The Prime Task of Leadership
-
Identifying New Realities
22
Systemic Leadership
25
Inductive Thinking
25
Executive Summary
26
Key Concepts
27
Case Study: Lifelong Bank and Trust (LLB)
27
Organizational Exercise: Maiden Mills
28
Further Reading
30
vi LEADERSHIP AND
CHANGE
MANAGEMENT
2
CRITICAL
SYSTEMS
THINKING
31
Introduction
З
1
The Adaptive Age
32
The Panacea of the Technical Fix
32
A New Age
33
A New Mindset
34
"What is a System?
35
Living Systems and Adaptation
37
The Goal of Living Systems
37
Adaptive Systems as Open Systems
37
What is Systems Theory?
38
General Systems Theory
38
Applying Systems Theory
39
The Macrocosm-Microcosm Principle
41
A Systems Thinking Mindset
43
Big Picture Thinking
43
Values and Roles
45
New Realities
47
An Open Systems Approach to Organizational Analysis
48
Benefits of Systems Thinking
49
System Dynamics
51
Importance of Feedback for Learning
52
Challenges to our Thinking Processes
53
Limitations to Effective Thinking and Decision Making
53
Executive Summary
55
Key Concepts
56
Case Study: Killing the Wrong Disease
56
Organizational Exercise: One Cup of Yoghurt at a Time
57
Further Reading
59
3
PHILOSOPHIES, THEORIES AND STYLES OF LEADERSHIP
61
Introduction
61
The Allure of Leadership
62
Defining Leadership
64
Leadership Theory, Practice and Paradigms
66
Transformational versus Transactional Leadership
68
Servant Leadership
70
Emotional Intelligence
71
The Power of Refraining
72
The Systemic Leadership Approach: An Introduction
73
Becoming a Systemic Leader
78
The Fascination with Leaders and Leadership
79
CONTENTS
vìi
Executive
Summary
80
Key
Concepts
81
Case Study: The HR Department Challenge
81
Further Reading
82
4
THE SYSTEMIC LEADERSHIP APPROACH
83
Introduction
83
Systemic Leadership
-
The Concept
84
The Goal of Systemic Leadership
86
Key Assumptions that Underpin the Systemic Leadership Approach
86
Mobilizing Others
87
Followers
88
Systemic Leadership as Transformational Leadership
88
Systemic Leadership as an Activity
89
Capacity versus Capability
90
The Role of Leadership versus the Role of Authority
90
Adaptive versus Technical Work
92
Adaptive Work
93
Technical Work
94
The Tasks of Systemic Leadership
95
Systemic Leadership Tasks Outlined
95
Case Study: Old College University
101
The Importance of Vision
107
Executive Summary
108
Key Concepts
109
Case Study: Hunt vs. Blake
110
Organizational Exercise: Mind the Gap
113
Further Reading
115
5
AUTHORITY, OBEDIENCE AND POWER
117
Introduction
117
Defining Authority
118
The Role of Authority in Our Lives
119
Engaging with Authority
120
Obedience and Authority
121
The Moral Force of Authority
124
The Concept of Transference
125
Max Weber and Authority
127
Legitimacy
127
Rational Authority
128
Traditional Authority
128
Charismatic Authority
128
viii
LEADERSHIP
AND CHANGE MANAGEMENT
Formal and Informal Authority
129
Formal Authority
-
Role-related Authority
129
Informal Authority
-
Attribute-related Authority
131
External and Internal Authority
133
Changing Nature of Authority in Organizations
134
Authority, Power, Leadership and Group Dynamics
136
Power
137
Positional Power
138
Personal Power
138
Authority and New Realities
139
Leading with or without Authority
140
Executive Summary
141
Key Concepts
142
Case Study: Flight Risk
143
Further Reading
144
6
ORGANIZATIONAL BEHAVIOR, GROUP DYNAMICS
AND CHANGE
145
Introduction
145
Systems Thinking
146
New Realities and the Impact of Change
147
Loss and Value Tensions
148
The Challenge of Learning
148
The Challenge of Reality
148
Embracing the Shadow
149
A Shadow Tale
151
The Tasks of Organizations
152
Group Relations Approach
154
Group Relations Theories in Action
155
Description of Groups
155
What we Learn from
Bion
156
Group Survival
157
Large Groups
158
Splitting
158
Projective
Identification
159
Role Specialization
160
Scapegoating
161
Regression: A Consequence of Group Life
162
The Ethical Orientations of Groups
162
Organizational Culture and Change
163
The Anxieties, Defenses and Tensions of Change
165
Brief Review
165
CONTENTS ix
Responses
to Change
168
Expanding Group Dynamics to the Organization
168
Containment Function of Leadership
169
Creating a Holding Environment
170
Executive Summary
172
Key Concepts
173
Case Study. Compass Electrical
173
Organizational Exercise: A Final Summer!
175
Further Reading
176
7
THE SHADOW SIDE OF LEADERSHIP
177
Introduction
177
The Seduction of Leadership
179
The Warning Signals of Shadow Leadership
180
Warning Signals for Destructive Leadership Behaviors
181
The Challenge of Reality
182
A Glimpse of Reality
182
Manipulating Reality
183
The Reality of Leaders
184
The Reality of the Shadow
185
Leaders and Narcissism
186
The Roots of Narcissism
187
Narcissism and the Organization
188
Narcissism and Organizational Totalitarianism
189
Fear and Power
-
The Deadly Mix
191
The Pervasiveness of Fear
191
Leadership Fears
191
Exploiting the Fears of Others
192
The Catch-22 of Positional Power
195
Joint Responsibility for the Shadow of Leadership
195
The Shadow Side of Morality
196
Executive Summary
196
Key Concepts
197
Case Study, A Final Summer
198
Further Reading
198
8
LEADERSHIP AND ETHICS
199
Introduction
199
New Realities and Ethics
200
New Realities Affect Everyone
200
New Realities Bring Different Value Tensions
201
New Realities are neither Good nor Bad
201
χ
LEADERSHIP
AND CHANGE MANAGEMENT
Reality is the Truth
201
Leadership is an Intrinsically Ethical Endeavor
202
Untangling Ethics and Morality
203
Ethics
203
Morality
205
Moral Relativism
207
The Ethical Quest
208
The Ethical Question
208
Self-awareness and Reflection
209
Power and Fear
210
An Ethical Life Exceeds a Moral Life
210
The Moral Power of Groups
211
Corruption
214
Executive Summary
214
Key Concepts
215
Case Study: Secrets
215
Organizational Exercise: Parmalat
-
Where Cheese Does Not
Mean 'Smile'
217
Further Reading
218
9
SYSTEMIC LEADERSHIP AND STRATEGY
219
Introduction
219
New Realities and Remaining Relevant
220
Adapt or Die: Adaptation and the Learning Organization
221
Strategy Development Emerges from Adaptive Work
221
Adaptation Results from Learning
222
New Realities Provide Learning Opportunities
222
Distributed Market Leadership
224
The Strategy Process
225
The Strategy Game
225
Leadership and Strategy
226
Good Strategy and Bad Strategy
227
Strategy Setting Needs to Reflect Reality
227
The Power of Scenario Planning
228
New Realities
231
Some Other New and not so New Realities
232
Executive Summary
233
Key Concepts
233
Case Study: Susan and Family Friendly Laundries
234
Organizational Exercise: Tata Group
235
Further Reading
237
CONTENTS xi
10 THE
LEADER IN
YOU
238
Introduction
238
A Review of the Systemic Leadership Approach
239
Optimal Skills and Capabilities Required of Systemic Leaders
241
Essential Skills of the Systemic Leader
242
Exercising Leadership in Response to Group Behavior
244
Staying Alive
245
The Leader in You
246
Executive Summary
247
Key Concepts
247
Case Study: Susanna Johnson
248
Further Reading
250
Bibliography
251
Index
261 |
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| author | Beerel, Annabel C. 1953- |
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| callnumber-subject | HD - Industries, Land Use, Labor |
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| ctrlnum | (OCoLC)262720209 (DE-599)BVBBV035173055 |
| dewey-full | 658.4092 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.4092 |
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| dewey-tens | 650 - Management and auxiliary services |
| discipline | Psychologie Wirtschaftswissenschaften |
| discipline_str_mv | Psychologie Wirtschaftswissenschaften |
| edition | 1. publ. |
| format | Book |
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| genre | (DE-588)4522595-3 Fallstudiensammlung gnd-content |
| genre_facet | Fallstudiensammlung |
| id | DE-604.BV035173055 |
| illustrated | Not Illustrated |
| index_date | 2024-07-02T22:55:04Z |
| indexdate | 2024-07-09T21:26:40Z |
| institution | BVB |
| isbn | 9781847873408 1847873405 1847873413 9781847873415 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016979969 |
| oclc_num | 262720209 |
| open_access_boolean | |
| owner | DE-19 DE-BY-UBM DE-91 DE-BY-TUM DE-355 DE-BY-UBR DE-92 DE-188 |
| owner_facet | DE-19 DE-BY-UBM DE-91 DE-BY-TUM DE-355 DE-BY-UBR DE-92 DE-188 |
| physical | XIX, 264 S. |
| publishDate | 2009 |
| publishDateSearch | 2009 |
| publishDateSort | 2009 |
| publisher | Sage |
| record_format | marc |
| spelling | Beerel, Annabel C. 1953- Verfasser (DE-588)138438935 aut Leadership and change management Annabel Beerel 1. publ. Los Angeles [u.a.] Sage 2009 XIX, 264 S. txt rdacontent n rdamedia nc rdacarrier "Leadership and Change Management provides the reader with a practical, real-world understanding of several dimensions of leadership that are usually neglected in management textbooks, such as the nature of new realities and how managers can improve their insight into them, and how leaders can identify and overcome resistance to change. Drawing on a wide range of insightful, global real-life case studies to capture the imagination, the topics covered include critical systems thinking, philosophies of leadership, group dynamics, authority, ethics, personal character and the psychology of leadership."--From publisher description. Leadership Organizational change / Management Leadership / Case studies Organizational change / Management / Case studies Change Management stw Führungskräfte stw Organisatorischer Wandel stw Führung Leadership Case studies Organizational change Management Organizational change Management Case studies Führung (DE-588)4018776-7 gnd rswk-swf Führungsstil (DE-588)4131218-1 gnd rswk-swf Change Management (DE-588)7606306-9 gnd rswk-swf Unternehmensethik (DE-588)4202404-3 gnd rswk-swf Organisationssoziologie (DE-588)4043788-7 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Change Management (DE-588)7606306-9 s Führungsstil (DE-588)4131218-1 s DE-604 Führung (DE-588)4018776-7 s Organisationssoziologie (DE-588)4043788-7 s Unternehmensethik (DE-588)4202404-3 s DE-188 Digitalisierung UB Regensburg application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016979969&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Beerel, Annabel C. 1953- Leadership and change management Leadership Organizational change / Management Leadership / Case studies Organizational change / Management / Case studies Change Management stw Führungskräfte stw Organisatorischer Wandel stw Führung Leadership Case studies Organizational change Management Organizational change Management Case studies Führung (DE-588)4018776-7 gnd Führungsstil (DE-588)4131218-1 gnd Change Management (DE-588)7606306-9 gnd Unternehmensethik (DE-588)4202404-3 gnd Organisationssoziologie (DE-588)4043788-7 gnd |
| subject_GND | (DE-588)4018776-7 (DE-588)4131218-1 (DE-588)7606306-9 (DE-588)4202404-3 (DE-588)4043788-7 (DE-588)4522595-3 |
| title | Leadership and change management |
| title_auth | Leadership and change management |
| title_exact_search | Leadership and change management |
| title_exact_search_txtP | Leadership and change management |
| title_full | Leadership and change management Annabel Beerel |
| title_fullStr | Leadership and change management Annabel Beerel |
| title_full_unstemmed | Leadership and change management Annabel Beerel |
| title_short | Leadership and change management |
| title_sort | leadership and change management |
| topic | Leadership Organizational change / Management Leadership / Case studies Organizational change / Management / Case studies Change Management stw Führungskräfte stw Organisatorischer Wandel stw Führung Leadership Case studies Organizational change Management Organizational change Management Case studies Führung (DE-588)4018776-7 gnd Führungsstil (DE-588)4131218-1 gnd Change Management (DE-588)7606306-9 gnd Unternehmensethik (DE-588)4202404-3 gnd Organisationssoziologie (DE-588)4043788-7 gnd |
| topic_facet | Leadership Organizational change / Management Leadership / Case studies Organizational change / Management / Case studies Change Management Führungskräfte Organisatorischer Wandel Führung Leadership Case studies Organizational change Management Organizational change Management Case studies Führungsstil Unternehmensethik Organisationssoziologie Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016979969&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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