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Building leadership capacity for change as the norm
Fleming, Kerrie (ed.); Millar, Carla (ed.) - 2019
Persistent link: https://www.econbiz.de/10013042833
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A stages of change perspective on managers' motivation to learn in a leadership development context
Harris, Stanley G.; Cole, Michael S. - In: Journal of Organizational Change Management 20 (2007) 6, pp. 774-793
dynamics of motivation to change problem behaviors, in a leadership development context. Design/methodology/approach – A group … of over 70 supervisors/managers was studied over a period of nine months as they participated in a company …‐sponsored leadership development effort. Findings – Results provide initial evidence that the stages of change model has the potential for …
Persistent link: https://www.econbiz.de/10014891096
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Organizational change: tales of intergenerational and sibling rivalry
Anne Lister, E. - In: Journal of Organizational Change Management 14 (2001) 5, pp. 468-480
this period relate an aspect of the staffing change which appears to support the senior manager’s Oedipal needs; an envious … attack and, finally, the introduction of performance statistics with the subsequent defiant compliance of the middle managers …
Persistent link: https://www.econbiz.de/10014891682
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The Evolution of Leadership Theory
Van Seters, David A.; Field, Richard H.G. - In: Journal of Organizational Change Management 3 (1990) 3, pp. 29-45
leadership theory are discussed. These eras provide a broad framework for researchers and practising managers to categorise …Leadership is one of the most complex and multifaceted phenomena to which organisational and psychological research has … been applied. An evolutionary developmental perspective is used to create an evolutionary tree of leadership theory and …
Persistent link: https://www.econbiz.de/10014891385
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Creating Leaderful Organizations: How to Bring Out Leadership in Everyone
Chilton, Scott - In: Journal of Organizational Change Management 17 (2004) 1, pp. 110-113
Persistent link: https://www.econbiz.de/10014890922
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Critical theory and the psychodynamics of change : A note about organizations as therapeutic settings
Carr, Adrian - In: Journal of Organizational Change Management 13 (2000) 3, pp. 289-299
The critical theory of the Frankfurt School was imbued with a vision that apprehended social milieu as dialectic. Those who wish to adopt a dialectical orientation to their work as agents of and for change need to appreciate that such an orientation is likely to engender certain psychodynamics...
Persistent link: https://www.econbiz.de/10014890795
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The voice of the shuttle : Mythical and organizational transformations
Starr‐Glass, David - In: Journal of Organizational Change Management 15 (2002) 5, pp. 512-522
While the literature has emphasized the literal and the narrative within organizations, this article will consider the visual and the imaginal. Organizations are known and experienced through images, and these images must be considered if organizational culture is to be understood or changed. We...
Persistent link: https://www.econbiz.de/10014890860
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Answers for questions to come: reflective dialogue as an enabler of strategic innovation
Jacobs, Claus D.; Heracleous, Loizos Th. - In: Journal of Organizational Change Management 18 (2005) 4, pp. 338-352
paradigm of a firm. Dialogue as a form of reflective conversation enables actors to alter managers' mental models through …
Persistent link: https://www.econbiz.de/10014890979
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The division of the subject and the organization: a Lacanian approach to subjectivity at work
Arnaud, Gilles; Vanheule, Stijn - In: Journal of Organizational Change Management 20 (2007) 3, pp. 359-369
Purpose – The purpose of this conceptual paper is to discuss the relevance of Lacanian psychoanalysis for thinking on organizational functioning and organizational change. Design/methodology/approach – First, the authors discuss basic Lacanian ideas with regard to the notion of the...
Persistent link: https://www.econbiz.de/10014891072
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Heeding the stains: Lacan and organizational change
Kenny, Kate - In: Journal of Organizational Change Management 22 (2009) 2, pp. 214-228
Purpose – The purpose of this paper is to add to current discussions on the use of Lacanian psychoanalysis in organizational change. Specifically, It argues that critiques of Lacan's work must be acknowledged and incorporated into these discussions. To date, there remains a silence surrounding...
Persistent link: https://www.econbiz.de/10014891158