Ambidextrous Leadership: How Leaders Unlock Innovation Through Ambidexterity
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Berlin, Heidelberg
Springer Berlin / Heidelberg
2021
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| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | 1 Online-Ressource (238 Seiten) |
| ISBN: | 9783662640326 9783662640319 |
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| 245 | 1 | 0 | |a Ambidextrous Leadership |b How Leaders Unlock Innovation Through Ambidexterity |
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| 505 | 8 | |a Intro -- Foreword to the Second Edition -- Technology, Technical Engineering, Transformation (TEF) -- Local, Regional, and Global (PEF) -- Event-Environment Factor (EEF) -- Leadership, People, and Organization (LEF) -- Foreword to the First Edition -- Involving the Whole Company -- Hiring and Promoting Talent -- Acknowledgments -- Contents -- About the Author -- 1: Introduction: The Trade-Off -- 1.1 Evolution or Revolution? -- 1.2 In the Digital Transformation, Ambidexterity Is a Key Leadership Skill -- 1.3 Overview of Chapters -- 1.3.1 Objective and Solution Approach -- 1.3.2 Structure of the Book -- References -- 2: Success Through Ambidextrous Communication -- 2.1 Ambidexterity in Orchestrating Innovation -- 2.1.1 Key Competence for the Digital Transformation -- 2.1.1.1 What Happens in the Digital Transformation? -- 2.1.1.2 Mental Model for the Digital Transformation -- 2.1.2 Forms of Organizational Ambidexterity -- ''Balancing Act in Management Practice'' -- Summary: Ambidexterity Is a Key Competence -- 2.2 Ambidexterity Is a Leadership Task -- 2.2.1 Leadership in a Hybrid World -- 2.2.2 Leadership as a Result of Social Interaction -- 2.2.2.1 Transactional and Transformational Leadership -- Example: Transactional and Transformational Leadership at Fraunhofer -- 2.2.2.2 Blurring Boundaries Between Leading and Being Led -- Case Study: Power Vacuum -- Summary: Detach from the Predefined Managerial Role -- 2.3 Ambidextrous Leadership Through Communication -- 2.3.1 Three Fields of Action for Communication in Companies -- 2.3.2 Two Natures of Communication: Transmission and Reality Construction -- 2.3.2.1 Communication Is Transmission -- 2.3.2.2 Communication Is Reality Construction -- 2.3.2.3 What It Means for Leaders in the Innovation Environment -- 2.3.3 Ambidextrous Communication -- 2.3.3.1 Research Project in Industry 4.0 | |
| 505 | 8 | |a 2.3.3.2 The Model of Ambidextrous Communication -- Example -- Summary: Communication Promotes Ambidexterity -- 2.4 Conclusion: The Gift for Something Completely New -- References -- 3: Breaking New Ground -- 3.1 In the Blue Ocean -- 3.1.1 New Processes for the Digital Transformation -- 3.1.2 Demand for New Leadership Skills -- Summary: Keystone Leadership -- 3.2 Leaving the Organizational Pyramid -- 3.2.1 Pyramid, Network, Ecosystem -- 3.2.2 Network Communication for the Organization 4.0 -- Summary: A New Leadership Paradigm -- 3.3 Courses of Action -- 3.3.1 Ecosystem Thinking -- 3.3.1.1 Innovation Ecosystems for the Commercialization of Disruptive Technologies -- 3.3.1.2 Managing Adaptive Structures -- 3.3.1.3 The Seven Steps of Ecosystem Management -- Example -- Summary: Resilience Through Ecosystem Management -- 3.3.2 Excursus: Agile, Communication-Based Operating System -- Agile Working in Journalism: A Comparison -- 3.3.3 Design Thinking as a Common Language -- 3.3.3.1 Creativity as the Process of Social Interaction -- 3.3.3.2 Design Thinking Changes Culture and Mindset -- ''Fostering Creative Confidence'' -- 3.3.3.3 The Steps in Design Thinking -- 3.3.3.4 Innovation and Play -- 3.3.3.5 Leadership Shapes Corporate Mindset -- ''New Role for Leaders'' -- Summary: Design Thinking Can Be Used in Multiple Ways -- 3.4 Conclusion: Just Start -- References -- 4: Improving Your Current Business -- 4.1 In the Red Ocean -- 4.1.1 Beat the Competition -- 4.1.2 Shaping Times of Transition -- 4.1.2.1 The Intermediate State -- 4.1.2.2 Celebrating the Past -- Summary: Addressing People in Today's Business -- 4.2 Using the Organizational Hierarchy -- 4.2.1 Hierarchy as Opportunity for Efficiency -- ''Efficiency Through Hierarchy'' -- 4.2.2 Communication for the Efficient Organization -- Summary: Top-Down, Formal and Centralized -- 4.3 Courses of Action | |
| 505 | 8 | |a 4.3.1 The Common Denominator -- 4.3.2 Reaching Your Goal at High Speed: Communication Is Planned Carefully -- 4.3.2.1 Town Hall Meetings -- 4.3.2.2 Intranet Articles/Video Messages/Articles in the Employee Magazine -- 4.3.2.3 Classic Print Media -- 4.3.2.4 Social Media and Communities -- 4.3.2.5 Official Reporting: The Meeting Minutes -- 4.3.2.6 The Campaign -- 4.3.3 Excursus: Communication for Innovation -- Example: Winning Stakeholders for an Innovation -- Summary: Communication Equals an Election Campaign -- 4.4 Conclusion: Communication Is Value Creation -- References -- 5: Connecting the Two Worlds -- 5.1 In Another Universe -- Summary: Flight into Space -- 5.2 The Flyover -- ''It is a Self-Directed Team'' -- Summary: Creating the Context -- 5.3 Courses of Action -- 5.3.1 Writing Exercise -- 5.3.2 The Innovation Context -- 5.3.3 The Communication Tools for Ambidexterity -- 5.3.3.1 Communicating the Vision of the Future -- ''The Art of Finding the Right Balance'' -- 5.3.3.2 Communication of the Strategy -- ''Ambidexterity Is Everyday Business'' -- 5.3.3.3 Integration of the Two Worlds Through Communication -- 5.3.3.4 Reconfiguration Through Communication -- Summary: ''Turned Inside Out'' -- 5.4 Conclusion: Ambidexterity Needs Courage -- References -- 6: Ambidextrous Leadership in Times of Crisis -- 6.1 Does the Virus Eat Up Leadership? -- 6.2 Interview 1: Constanze Holzwarth, Top Management Consultant -- ''Now Is the Time to Be Visible'' -- 6.3 Interview 2: Wiltrud Pekarek, HALLESCHE Krankenversicherung -- ''We Need Double Ambidexterity Now'' -- 6.4 Interview 3: Thomas Fischer, MANN+HUMMEL -- ''It's All About Empowering People'' -- 6.5 Interview 4: Karin Pahl, Resilience Expert -- ''Resilience Is Inherent in All of Us. It Can Be Trained'' -- 6.6 Interview 5: Frank Riemensperger, ACCENTURE -- ''Reboot into the New, Changed World'' | |
| 505 | 8 | |a 6.7 Interview 6: Gregor Pillen, IBM -- ''It Is Peaceful Coexistence'' -- Peaceful Coexistence! Building an Ambidextrous Culture -- 6.8 Conclusion: Fearless Through the Crisis, Ready for the Leap -- Seven Impulses for the Time After the Crisis -- References -- 7: How to Take Action -- 7.1 Communication Is the Most Important Leadership Tool -- 7.2 The Six Essences of Ambidextrous Leadership -- The Essences of Chaps. 1-6: -- 7.3 Epilogue: Training the Beginner's Mind -- References | |
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Datensatz im Suchindex
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| author | Duwe, Julia |
| author_facet | Duwe, Julia |
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| building | Verbundindex |
| bvnumber | BV048631794 |
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| contents | Intro -- Foreword to the Second Edition -- Technology, Technical Engineering, Transformation (TEF) -- Local, Regional, and Global (PEF) -- Event-Environment Factor (EEF) -- Leadership, People, and Organization (LEF) -- Foreword to the First Edition -- Involving the Whole Company -- Hiring and Promoting Talent -- Acknowledgments -- Contents -- About the Author -- 1: Introduction: The Trade-Off -- 1.1 Evolution or Revolution? -- 1.2 In the Digital Transformation, Ambidexterity Is a Key Leadership Skill -- 1.3 Overview of Chapters -- 1.3.1 Objective and Solution Approach -- 1.3.2 Structure of the Book -- References -- 2: Success Through Ambidextrous Communication -- 2.1 Ambidexterity in Orchestrating Innovation -- 2.1.1 Key Competence for the Digital Transformation -- 2.1.1.1 What Happens in the Digital Transformation? -- 2.1.1.2 Mental Model for the Digital Transformation -- 2.1.2 Forms of Organizational Ambidexterity -- ''Balancing Act in Management Practice'' -- Summary: Ambidexterity Is a Key Competence -- 2.2 Ambidexterity Is a Leadership Task -- 2.2.1 Leadership in a Hybrid World -- 2.2.2 Leadership as a Result of Social Interaction -- 2.2.2.1 Transactional and Transformational Leadership -- Example: Transactional and Transformational Leadership at Fraunhofer -- 2.2.2.2 Blurring Boundaries Between Leading and Being Led -- Case Study: Power Vacuum -- Summary: Detach from the Predefined Managerial Role -- 2.3 Ambidextrous Leadership Through Communication -- 2.3.1 Three Fields of Action for Communication in Companies -- 2.3.2 Two Natures of Communication: Transmission and Reality Construction -- 2.3.2.1 Communication Is Transmission -- 2.3.2.2 Communication Is Reality Construction -- 2.3.2.3 What It Means for Leaders in the Innovation Environment -- 2.3.3 Ambidextrous Communication -- 2.3.3.1 Research Project in Industry 4.0 2.3.3.2 The Model of Ambidextrous Communication -- Example -- Summary: Communication Promotes Ambidexterity -- 2.4 Conclusion: The Gift for Something Completely New -- References -- 3: Breaking New Ground -- 3.1 In the Blue Ocean -- 3.1.1 New Processes for the Digital Transformation -- 3.1.2 Demand for New Leadership Skills -- Summary: Keystone Leadership -- 3.2 Leaving the Organizational Pyramid -- 3.2.1 Pyramid, Network, Ecosystem -- 3.2.2 Network Communication for the Organization 4.0 -- Summary: A New Leadership Paradigm -- 3.3 Courses of Action -- 3.3.1 Ecosystem Thinking -- 3.3.1.1 Innovation Ecosystems for the Commercialization of Disruptive Technologies -- 3.3.1.2 Managing Adaptive Structures -- 3.3.1.3 The Seven Steps of Ecosystem Management -- Example -- Summary: Resilience Through Ecosystem Management -- 3.3.2 Excursus: Agile, Communication-Based Operating System -- Agile Working in Journalism: A Comparison -- 3.3.3 Design Thinking as a Common Language -- 3.3.3.1 Creativity as the Process of Social Interaction -- 3.3.3.2 Design Thinking Changes Culture and Mindset -- ''Fostering Creative Confidence'' -- 3.3.3.3 The Steps in Design Thinking -- 3.3.3.4 Innovation and Play -- 3.3.3.5 Leadership Shapes Corporate Mindset -- ''New Role for Leaders'' -- Summary: Design Thinking Can Be Used in Multiple Ways -- 3.4 Conclusion: Just Start -- References -- 4: Improving Your Current Business -- 4.1 In the Red Ocean -- 4.1.1 Beat the Competition -- 4.1.2 Shaping Times of Transition -- 4.1.2.1 The Intermediate State -- 4.1.2.2 Celebrating the Past -- Summary: Addressing People in Today's Business -- 4.2 Using the Organizational Hierarchy -- 4.2.1 Hierarchy as Opportunity for Efficiency -- ''Efficiency Through Hierarchy'' -- 4.2.2 Communication for the Efficient Organization -- Summary: Top-Down, Formal and Centralized -- 4.3 Courses of Action 4.3.1 The Common Denominator -- 4.3.2 Reaching Your Goal at High Speed: Communication Is Planned Carefully -- 4.3.2.1 Town Hall Meetings -- 4.3.2.2 Intranet Articles/Video Messages/Articles in the Employee Magazine -- 4.3.2.3 Classic Print Media -- 4.3.2.4 Social Media and Communities -- 4.3.2.5 Official Reporting: The Meeting Minutes -- 4.3.2.6 The Campaign -- 4.3.3 Excursus: Communication for Innovation -- Example: Winning Stakeholders for an Innovation -- Summary: Communication Equals an Election Campaign -- 4.4 Conclusion: Communication Is Value Creation -- References -- 5: Connecting the Two Worlds -- 5.1 In Another Universe -- Summary: Flight into Space -- 5.2 The Flyover -- ''It is a Self-Directed Team'' -- Summary: Creating the Context -- 5.3 Courses of Action -- 5.3.1 Writing Exercise -- 5.3.2 The Innovation Context -- 5.3.3 The Communication Tools for Ambidexterity -- 5.3.3.1 Communicating the Vision of the Future -- ''The Art of Finding the Right Balance'' -- 5.3.3.2 Communication of the Strategy -- ''Ambidexterity Is Everyday Business'' -- 5.3.3.3 Integration of the Two Worlds Through Communication -- 5.3.3.4 Reconfiguration Through Communication -- Summary: ''Turned Inside Out'' -- 5.4 Conclusion: Ambidexterity Needs Courage -- References -- 6: Ambidextrous Leadership in Times of Crisis -- 6.1 Does the Virus Eat Up Leadership? -- 6.2 Interview 1: Constanze Holzwarth, Top Management Consultant -- ''Now Is the Time to Be Visible'' -- 6.3 Interview 2: Wiltrud Pekarek, HALLESCHE Krankenversicherung -- ''We Need Double Ambidexterity Now'' -- 6.4 Interview 3: Thomas Fischer, MANN+HUMMEL -- ''It's All About Empowering People'' -- 6.5 Interview 4: Karin Pahl, Resilience Expert -- ''Resilience Is Inherent in All of Us. It Can Be Trained'' -- 6.6 Interview 5: Frank Riemensperger, ACCENTURE -- ''Reboot into the New, Changed World'' 6.7 Interview 6: Gregor Pillen, IBM -- ''It Is Peaceful Coexistence'' -- Peaceful Coexistence! Building an Ambidextrous Culture -- 6.8 Conclusion: Fearless Through the Crisis, Ready for the Leap -- Seven Impulses for the Time After the Crisis -- References -- 7: How to Take Action -- 7.1 Communication Is the Most Important Leadership Tool -- 7.2 The Six Essences of Ambidextrous Leadership -- The Essences of Chaps. 1-6: -- 7.3 Epilogue: Training the Beginner's Mind -- References |
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| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV048631794 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T21:16:05Z |
| indexdate | 2024-07-10T09:44:32Z |
| institution | BVB |
| isbn | 9783662640326 9783662640319 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-034006814 |
| oclc_num | 1286662020 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (238 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2021 |
| publishDateSearch | 2021 |
| publishDateSort | 2021 |
| publisher | Springer Berlin / Heidelberg |
| record_format | marc |
| spelling | Duwe, Julia Verfasser aut Ambidextrous Leadership How Leaders Unlock Innovation Through Ambidexterity Berlin, Heidelberg Springer Berlin / Heidelberg 2021 ©2022 1 Online-Ressource (238 Seiten) txt rdacontent c rdamedia cr rdacarrier Intro -- Foreword to the Second Edition -- Technology, Technical Engineering, Transformation (TEF) -- Local, Regional, and Global (PEF) -- Event-Environment Factor (EEF) -- Leadership, People, and Organization (LEF) -- Foreword to the First Edition -- Involving the Whole Company -- Hiring and Promoting Talent -- Acknowledgments -- Contents -- About the Author -- 1: Introduction: The Trade-Off -- 1.1 Evolution or Revolution? -- 1.2 In the Digital Transformation, Ambidexterity Is a Key Leadership Skill -- 1.3 Overview of Chapters -- 1.3.1 Objective and Solution Approach -- 1.3.2 Structure of the Book -- References -- 2: Success Through Ambidextrous Communication -- 2.1 Ambidexterity in Orchestrating Innovation -- 2.1.1 Key Competence for the Digital Transformation -- 2.1.1.1 What Happens in the Digital Transformation? -- 2.1.1.2 Mental Model for the Digital Transformation -- 2.1.2 Forms of Organizational Ambidexterity -- ''Balancing Act in Management Practice'' -- Summary: Ambidexterity Is a Key Competence -- 2.2 Ambidexterity Is a Leadership Task -- 2.2.1 Leadership in a Hybrid World -- 2.2.2 Leadership as a Result of Social Interaction -- 2.2.2.1 Transactional and Transformational Leadership -- Example: Transactional and Transformational Leadership at Fraunhofer -- 2.2.2.2 Blurring Boundaries Between Leading and Being Led -- Case Study: Power Vacuum -- Summary: Detach from the Predefined Managerial Role -- 2.3 Ambidextrous Leadership Through Communication -- 2.3.1 Three Fields of Action for Communication in Companies -- 2.3.2 Two Natures of Communication: Transmission and Reality Construction -- 2.3.2.1 Communication Is Transmission -- 2.3.2.2 Communication Is Reality Construction -- 2.3.2.3 What It Means for Leaders in the Innovation Environment -- 2.3.3 Ambidextrous Communication -- 2.3.3.1 Research Project in Industry 4.0 2.3.3.2 The Model of Ambidextrous Communication -- Example -- Summary: Communication Promotes Ambidexterity -- 2.4 Conclusion: The Gift for Something Completely New -- References -- 3: Breaking New Ground -- 3.1 In the Blue Ocean -- 3.1.1 New Processes for the Digital Transformation -- 3.1.2 Demand for New Leadership Skills -- Summary: Keystone Leadership -- 3.2 Leaving the Organizational Pyramid -- 3.2.1 Pyramid, Network, Ecosystem -- 3.2.2 Network Communication for the Organization 4.0 -- Summary: A New Leadership Paradigm -- 3.3 Courses of Action -- 3.3.1 Ecosystem Thinking -- 3.3.1.1 Innovation Ecosystems for the Commercialization of Disruptive Technologies -- 3.3.1.2 Managing Adaptive Structures -- 3.3.1.3 The Seven Steps of Ecosystem Management -- Example -- Summary: Resilience Through Ecosystem Management -- 3.3.2 Excursus: Agile, Communication-Based Operating System -- Agile Working in Journalism: A Comparison -- 3.3.3 Design Thinking as a Common Language -- 3.3.3.1 Creativity as the Process of Social Interaction -- 3.3.3.2 Design Thinking Changes Culture and Mindset -- ''Fostering Creative Confidence'' -- 3.3.3.3 The Steps in Design Thinking -- 3.3.3.4 Innovation and Play -- 3.3.3.5 Leadership Shapes Corporate Mindset -- ''New Role for Leaders'' -- Summary: Design Thinking Can Be Used in Multiple Ways -- 3.4 Conclusion: Just Start -- References -- 4: Improving Your Current Business -- 4.1 In the Red Ocean -- 4.1.1 Beat the Competition -- 4.1.2 Shaping Times of Transition -- 4.1.2.1 The Intermediate State -- 4.1.2.2 Celebrating the Past -- Summary: Addressing People in Today's Business -- 4.2 Using the Organizational Hierarchy -- 4.2.1 Hierarchy as Opportunity for Efficiency -- ''Efficiency Through Hierarchy'' -- 4.2.2 Communication for the Efficient Organization -- Summary: Top-Down, Formal and Centralized -- 4.3 Courses of Action 4.3.1 The Common Denominator -- 4.3.2 Reaching Your Goal at High Speed: Communication Is Planned Carefully -- 4.3.2.1 Town Hall Meetings -- 4.3.2.2 Intranet Articles/Video Messages/Articles in the Employee Magazine -- 4.3.2.3 Classic Print Media -- 4.3.2.4 Social Media and Communities -- 4.3.2.5 Official Reporting: The Meeting Minutes -- 4.3.2.6 The Campaign -- 4.3.3 Excursus: Communication for Innovation -- Example: Winning Stakeholders for an Innovation -- Summary: Communication Equals an Election Campaign -- 4.4 Conclusion: Communication Is Value Creation -- References -- 5: Connecting the Two Worlds -- 5.1 In Another Universe -- Summary: Flight into Space -- 5.2 The Flyover -- ''It is a Self-Directed Team'' -- Summary: Creating the Context -- 5.3 Courses of Action -- 5.3.1 Writing Exercise -- 5.3.2 The Innovation Context -- 5.3.3 The Communication Tools for Ambidexterity -- 5.3.3.1 Communicating the Vision of the Future -- ''The Art of Finding the Right Balance'' -- 5.3.3.2 Communication of the Strategy -- ''Ambidexterity Is Everyday Business'' -- 5.3.3.3 Integration of the Two Worlds Through Communication -- 5.3.3.4 Reconfiguration Through Communication -- Summary: ''Turned Inside Out'' -- 5.4 Conclusion: Ambidexterity Needs Courage -- References -- 6: Ambidextrous Leadership in Times of Crisis -- 6.1 Does the Virus Eat Up Leadership? -- 6.2 Interview 1: Constanze Holzwarth, Top Management Consultant -- ''Now Is the Time to Be Visible'' -- 6.3 Interview 2: Wiltrud Pekarek, HALLESCHE Krankenversicherung -- ''We Need Double Ambidexterity Now'' -- 6.4 Interview 3: Thomas Fischer, MANN+HUMMEL -- ''It's All About Empowering People'' -- 6.5 Interview 4: Karin Pahl, Resilience Expert -- ''Resilience Is Inherent in All of Us. It Can Be Trained'' -- 6.6 Interview 5: Frank Riemensperger, ACCENTURE -- ''Reboot into the New, Changed World'' 6.7 Interview 6: Gregor Pillen, IBM -- ''It Is Peaceful Coexistence'' -- Peaceful Coexistence! Building an Ambidextrous Culture -- 6.8 Conclusion: Fearless Through the Crisis, Ready for the Leap -- Seven Impulses for the Time After the Crisis -- References -- 7: How to Take Action -- 7.1 Communication Is the Most Important Leadership Tool -- 7.2 The Six Essences of Ambidextrous Leadership -- The Essences of Chaps. 1-6: -- 7.3 Epilogue: Training the Beginner's Mind -- References Leadership-Moral and ethical aspects Leadership-Social aspects Innovationsmanagement (DE-588)4161817-8 gnd rswk-swf Organisationale Ambidextrie (DE-588)1023547457 gnd rswk-swf Electronic books Innovationsmanagement (DE-588)4161817-8 s Organisationale Ambidextrie (DE-588)1023547457 s DE-604 Erscheint auch als Druck-Ausgabe Duwe, Julia Ambidextrous Leadership Berlin, Heidelberg : Springer Berlin / Heidelberg,c2021 9783662640319 |
| spellingShingle | Duwe, Julia Ambidextrous Leadership How Leaders Unlock Innovation Through Ambidexterity Intro -- Foreword to the Second Edition -- Technology, Technical Engineering, Transformation (TEF) -- Local, Regional, and Global (PEF) -- Event-Environment Factor (EEF) -- Leadership, People, and Organization (LEF) -- Foreword to the First Edition -- Involving the Whole Company -- Hiring and Promoting Talent -- Acknowledgments -- Contents -- About the Author -- 1: Introduction: The Trade-Off -- 1.1 Evolution or Revolution? -- 1.2 In the Digital Transformation, Ambidexterity Is a Key Leadership Skill -- 1.3 Overview of Chapters -- 1.3.1 Objective and Solution Approach -- 1.3.2 Structure of the Book -- References -- 2: Success Through Ambidextrous Communication -- 2.1 Ambidexterity in Orchestrating Innovation -- 2.1.1 Key Competence for the Digital Transformation -- 2.1.1.1 What Happens in the Digital Transformation? -- 2.1.1.2 Mental Model for the Digital Transformation -- 2.1.2 Forms of Organizational Ambidexterity -- ''Balancing Act in Management Practice'' -- Summary: Ambidexterity Is a Key Competence -- 2.2 Ambidexterity Is a Leadership Task -- 2.2.1 Leadership in a Hybrid World -- 2.2.2 Leadership as a Result of Social Interaction -- 2.2.2.1 Transactional and Transformational Leadership -- Example: Transactional and Transformational Leadership at Fraunhofer -- 2.2.2.2 Blurring Boundaries Between Leading and Being Led -- Case Study: Power Vacuum -- Summary: Detach from the Predefined Managerial Role -- 2.3 Ambidextrous Leadership Through Communication -- 2.3.1 Three Fields of Action for Communication in Companies -- 2.3.2 Two Natures of Communication: Transmission and Reality Construction -- 2.3.2.1 Communication Is Transmission -- 2.3.2.2 Communication Is Reality Construction -- 2.3.2.3 What It Means for Leaders in the Innovation Environment -- 2.3.3 Ambidextrous Communication -- 2.3.3.1 Research Project in Industry 4.0 2.3.3.2 The Model of Ambidextrous Communication -- Example -- Summary: Communication Promotes Ambidexterity -- 2.4 Conclusion: The Gift for Something Completely New -- References -- 3: Breaking New Ground -- 3.1 In the Blue Ocean -- 3.1.1 New Processes for the Digital Transformation -- 3.1.2 Demand for New Leadership Skills -- Summary: Keystone Leadership -- 3.2 Leaving the Organizational Pyramid -- 3.2.1 Pyramid, Network, Ecosystem -- 3.2.2 Network Communication for the Organization 4.0 -- Summary: A New Leadership Paradigm -- 3.3 Courses of Action -- 3.3.1 Ecosystem Thinking -- 3.3.1.1 Innovation Ecosystems for the Commercialization of Disruptive Technologies -- 3.3.1.2 Managing Adaptive Structures -- 3.3.1.3 The Seven Steps of Ecosystem Management -- Example -- Summary: Resilience Through Ecosystem Management -- 3.3.2 Excursus: Agile, Communication-Based Operating System -- Agile Working in Journalism: A Comparison -- 3.3.3 Design Thinking as a Common Language -- 3.3.3.1 Creativity as the Process of Social Interaction -- 3.3.3.2 Design Thinking Changes Culture and Mindset -- ''Fostering Creative Confidence'' -- 3.3.3.3 The Steps in Design Thinking -- 3.3.3.4 Innovation and Play -- 3.3.3.5 Leadership Shapes Corporate Mindset -- ''New Role for Leaders'' -- Summary: Design Thinking Can Be Used in Multiple Ways -- 3.4 Conclusion: Just Start -- References -- 4: Improving Your Current Business -- 4.1 In the Red Ocean -- 4.1.1 Beat the Competition -- 4.1.2 Shaping Times of Transition -- 4.1.2.1 The Intermediate State -- 4.1.2.2 Celebrating the Past -- Summary: Addressing People in Today's Business -- 4.2 Using the Organizational Hierarchy -- 4.2.1 Hierarchy as Opportunity for Efficiency -- ''Efficiency Through Hierarchy'' -- 4.2.2 Communication for the Efficient Organization -- Summary: Top-Down, Formal and Centralized -- 4.3 Courses of Action 4.3.1 The Common Denominator -- 4.3.2 Reaching Your Goal at High Speed: Communication Is Planned Carefully -- 4.3.2.1 Town Hall Meetings -- 4.3.2.2 Intranet Articles/Video Messages/Articles in the Employee Magazine -- 4.3.2.3 Classic Print Media -- 4.3.2.4 Social Media and Communities -- 4.3.2.5 Official Reporting: The Meeting Minutes -- 4.3.2.6 The Campaign -- 4.3.3 Excursus: Communication for Innovation -- Example: Winning Stakeholders for an Innovation -- Summary: Communication Equals an Election Campaign -- 4.4 Conclusion: Communication Is Value Creation -- References -- 5: Connecting the Two Worlds -- 5.1 In Another Universe -- Summary: Flight into Space -- 5.2 The Flyover -- ''It is a Self-Directed Team'' -- Summary: Creating the Context -- 5.3 Courses of Action -- 5.3.1 Writing Exercise -- 5.3.2 The Innovation Context -- 5.3.3 The Communication Tools for Ambidexterity -- 5.3.3.1 Communicating the Vision of the Future -- ''The Art of Finding the Right Balance'' -- 5.3.3.2 Communication of the Strategy -- ''Ambidexterity Is Everyday Business'' -- 5.3.3.3 Integration of the Two Worlds Through Communication -- 5.3.3.4 Reconfiguration Through Communication -- Summary: ''Turned Inside Out'' -- 5.4 Conclusion: Ambidexterity Needs Courage -- References -- 6: Ambidextrous Leadership in Times of Crisis -- 6.1 Does the Virus Eat Up Leadership? -- 6.2 Interview 1: Constanze Holzwarth, Top Management Consultant -- ''Now Is the Time to Be Visible'' -- 6.3 Interview 2: Wiltrud Pekarek, HALLESCHE Krankenversicherung -- ''We Need Double Ambidexterity Now'' -- 6.4 Interview 3: Thomas Fischer, MANN+HUMMEL -- ''It's All About Empowering People'' -- 6.5 Interview 4: Karin Pahl, Resilience Expert -- ''Resilience Is Inherent in All of Us. It Can Be Trained'' -- 6.6 Interview 5: Frank Riemensperger, ACCENTURE -- ''Reboot into the New, Changed World'' 6.7 Interview 6: Gregor Pillen, IBM -- ''It Is Peaceful Coexistence'' -- Peaceful Coexistence! Building an Ambidextrous Culture -- 6.8 Conclusion: Fearless Through the Crisis, Ready for the Leap -- Seven Impulses for the Time After the Crisis -- References -- 7: How to Take Action -- 7.1 Communication Is the Most Important Leadership Tool -- 7.2 The Six Essences of Ambidextrous Leadership -- The Essences of Chaps. 1-6: -- 7.3 Epilogue: Training the Beginner's Mind -- References Leadership-Moral and ethical aspects Leadership-Social aspects Innovationsmanagement (DE-588)4161817-8 gnd Organisationale Ambidextrie (DE-588)1023547457 gnd |
| subject_GND | (DE-588)4161817-8 (DE-588)1023547457 |
| title | Ambidextrous Leadership How Leaders Unlock Innovation Through Ambidexterity |
| title_auth | Ambidextrous Leadership How Leaders Unlock Innovation Through Ambidexterity |
| title_exact_search | Ambidextrous Leadership How Leaders Unlock Innovation Through Ambidexterity |
| title_exact_search_txtP | Ambidextrous Leadership How Leaders Unlock Innovation Through Ambidexterity |
| title_full | Ambidextrous Leadership How Leaders Unlock Innovation Through Ambidexterity |
| title_fullStr | Ambidextrous Leadership How Leaders Unlock Innovation Through Ambidexterity |
| title_full_unstemmed | Ambidextrous Leadership How Leaders Unlock Innovation Through Ambidexterity |
| title_short | Ambidextrous Leadership |
| title_sort | ambidextrous leadership how leaders unlock innovation through ambidexterity |
| title_sub | How Leaders Unlock Innovation Through Ambidexterity |
| topic | Leadership-Moral and ethical aspects Leadership-Social aspects Innovationsmanagement (DE-588)4161817-8 gnd Organisationale Ambidextrie (DE-588)1023547457 gnd |
| topic_facet | Leadership-Moral and ethical aspects Leadership-Social aspects Innovationsmanagement Organisationale Ambidextrie |
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