Transition Leadership
Navigating the Complexities of Organisational Change
(Sprache: Englisch)
Integrating practitioner research with Buddhist philosophy, business and clinical psychology, this book provides a new perspective on leading change in organisations, supporting leaders and change professionals with insight into useful practices for today's...
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Integrating practitioner research with Buddhist philosophy, business and clinical psychology, this book provides a new perspective on leading change in organisations, supporting leaders and change professionals with insight into useful practices for today's business environment. It identifies the unseen and overlooked complexities of the transition space, helping leaders to recognize patterns in their own leadership practices. This volume includes approaches for working at the intersection of complexity and ambiguity, and discusses how different mindsets impact behavior and outcomes which may get in the way of change agendas. It focuses on approaches for navigating the challenges of organisational transitions, while developing sustainable transition capabilities and practices
A comprehensive new framework for understanding and shaping business management, Transition Leadership is a valuable resource for students and researches of business practices, work psychology, and transition and change, as well as current and future business and organizational leaders.
Inhaltsverzeichnis zu „Transition Leadership “
Chapter 1 IntroductionAn Integrated Approach
Invitation for Readers
Part I - Insights into Transitions
Chapter 2 Transition Perspectives
Transition Blindness
Transitions - We Don't Know What We Don't Know
Impermanence Versus Our Western Mind-Set
Working With Transitions
Summary
An Invitation For Self-Inquiry
Notes & References
Study Tip
Chapter 3 Territories of Transitions
A Shift In Perspective
Tibetan BardosThe Impact of Transitions
Honouring Complexity
The Transition Cycle
Case Study 3.1 Individual - James's Shift in Perspective
Case Study 3.2 Team - Ending Known Project PracticesCase Study 3.3 Organisation - Creating New Operational Functioning
Exploring Edges
Summary
An Invitation For Self-Inquiry
Notes & References
Chapter 4 The Impact of Transitions
Ambiguity Anxiety
Case Study 4.1 Organisation - Moving Towards Safety in Silos
Case Study 4.2 Team - Moving Against Dysfunction
Case Study 4.3 Individual - Move Away From Risk
Why Is Ambiguity Challenging?
Working With Ambiguity
Case Study 4.4 Expressing Feelings in Community ServicesCase Study 4.5 Forms of Engagement in Retail Change Team
Case Study 4.6 Conditioned Perceptions of Tom
Organisational Politics
Summary
An Invitation For Self-InquiryNotes & References
... mehr
Part II - Transition Leadership
Chapter 5 Self-Insight
Contextual Transitions of Leadership Practices
Core Capabilities
Case Study 5.1 Cath's Evolving Capability Journey
Core Capabilities & Ambiguity
Aligning Capabilities With Business Requirements
Case Study 5.2 Ralf's Offshore Challenge
Capability Mapping
Summary
An Invitation For Self-Inquiry
Notes & References
Chapter 6 Team Transitions
Stages of Team Development
Flexibility of Leadership Styles
Case Study 6.1 Stuck in Stage 1Case Study 6.2 Transitioning From Directive to Consultative
Case Study 6.3 Transitioning From Consultative to Participatory
Case Study 6.4 Transitioning From Participatory to Democratic
Case Study 6.5 Transitioning From Democratic to Directive
Conflict-Handling Approaches
Summary
An Invitation For Self-Inquiry
Notes & References
Chapter 7 Creating Supportive Environments
Distribution of Power
Complexity & Ambiguity = Fear or Potential
Case Study 7.1 Revenue Generating Approaches
Holding Discomfort & Concern
Case Study 7.2 Cath's Primary Professional Needs
Creating Supportive Holding Environments
Case Study 7.3 The Anguish of Andy
Case Study 7.4 Executive Team Anxiety
Summary
An Invitation For Self-Inquiry
Notes & References
Chapter 8 Transition Practices
Clarifying Purpose
Systemic Integration
Understanding Operational Functioning
Case Study 8.1 A New Client Relationship Management Approach
Transition Strategies
Case Study 8.2 CRM Programme Transitional Insights
Transition Leadership Approaches
Case Study 8.3 CRM Core Capabilities
Case Study 8.4 CRM Start Up Transition TeamCase Study 8.5 CRM Programme Pilots
Transition Mapping
Case Study 8.6 CRM Progress Tracking
Case Study 8.7 Retail Sales Division Transition Mapping
Summary
An Invitation For Self-Inquiry
Notes & References
Part III - Transition Inquiry Practices
Chapter 9 Inquiry In Organisations
Recognising & Understanding Patterns
Inquiry Perspectives
Inquiry EthicsInquiry Approaches
Case Study 9.1 Revenue Generation Inquiry
Inquiry Methods
Case Study 9.2 Revenue Generation Non-Directive Interviews
Case Study 9.3 Revenue Generation Semi-structured Interviews
Case Study 9.4 Revenue Generation Focused Interviews
Case Study 9.5 Revenue Generation Behavioural Event Interviews
Case Study 9.6 Revenue Generation Focus Groups
Case Study 9.7 Revenue Generation Observations
Case Study 9.8 Revenue Generation Online Survey
Data Collection & Validation
Case Study 9.9 Revenue Generation Language Patterns
Case Study 9.10 Revenue Generation Summary of FindingsSummary
An Invitation for Self-Inquiry
Notes & References
Study Tip
Chapter 10 Conducting Self-Inquiry
In-Time Inquiry
Case Study 10.1 Stage 1 - A Relationship With Writing
Case Study 10.2 Stage 2 - Relationship With Writing
Case Study 10.3 Stage 3 - Relationship With Writing
Embodied Inquiry
Case Study 10.4 Knowing The Relationship With Writing
Case Study 10.5 Needy, Rejecting & Central-Self Examples
Case Study 10.6 Transforming a Relationship With Writing
Diagnostics
Summary
An Invitation for Self-Inquiry
Notes & References
Chapter 5 Self-Insight
Contextual Transitions of Leadership Practices
Core Capabilities
Case Study 5.1 Cath's Evolving Capability Journey
Core Capabilities & Ambiguity
Aligning Capabilities With Business Requirements
Case Study 5.2 Ralf's Offshore Challenge
Capability Mapping
Summary
An Invitation For Self-Inquiry
Notes & References
Chapter 6 Team Transitions
Stages of Team Development
Flexibility of Leadership Styles
Case Study 6.1 Stuck in Stage 1Case Study 6.2 Transitioning From Directive to Consultative
Case Study 6.3 Transitioning From Consultative to Participatory
Case Study 6.4 Transitioning From Participatory to Democratic
Case Study 6.5 Transitioning From Democratic to Directive
Conflict-Handling Approaches
Summary
An Invitation For Self-Inquiry
Notes & References
Chapter 7 Creating Supportive Environments
Distribution of Power
Complexity & Ambiguity = Fear or Potential
Case Study 7.1 Revenue Generating Approaches
Holding Discomfort & Concern
Case Study 7.2 Cath's Primary Professional Needs
Creating Supportive Holding Environments
Case Study 7.3 The Anguish of Andy
Case Study 7.4 Executive Team Anxiety
Summary
An Invitation For Self-Inquiry
Notes & References
Chapter 8 Transition Practices
Clarifying Purpose
Systemic Integration
Understanding Operational Functioning
Case Study 8.1 A New Client Relationship Management Approach
Transition Strategies
Case Study 8.2 CRM Programme Transitional Insights
Transition Leadership Approaches
Case Study 8.3 CRM Core Capabilities
Case Study 8.4 CRM Start Up Transition TeamCase Study 8.5 CRM Programme Pilots
Transition Mapping
Case Study 8.6 CRM Progress Tracking
Case Study 8.7 Retail Sales Division Transition Mapping
Summary
An Invitation For Self-Inquiry
Notes & References
Part III - Transition Inquiry Practices
Chapter 9 Inquiry In Organisations
Recognising & Understanding Patterns
Inquiry Perspectives
Inquiry EthicsInquiry Approaches
Case Study 9.1 Revenue Generation Inquiry
Inquiry Methods
Case Study 9.2 Revenue Generation Non-Directive Interviews
Case Study 9.3 Revenue Generation Semi-structured Interviews
Case Study 9.4 Revenue Generation Focused Interviews
Case Study 9.5 Revenue Generation Behavioural Event Interviews
Case Study 9.6 Revenue Generation Focus Groups
Case Study 9.7 Revenue Generation Observations
Case Study 9.8 Revenue Generation Online Survey
Data Collection & Validation
Case Study 9.9 Revenue Generation Language Patterns
Case Study 9.10 Revenue Generation Summary of FindingsSummary
An Invitation for Self-Inquiry
Notes & References
Study Tip
Chapter 10 Conducting Self-Inquiry
In-Time Inquiry
Case Study 10.1 Stage 1 - A Relationship With Writing
Case Study 10.2 Stage 2 - Relationship With Writing
Case Study 10.3 Stage 3 - Relationship With Writing
Embodied Inquiry
Case Study 10.4 Knowing The Relationship With Writing
Case Study 10.5 Needy, Rejecting & Central-Self Examples
Case Study 10.6 Transforming a Relationship With Writing
Diagnostics
Summary
An Invitation for Self-Inquiry
Notes & References
... weniger
Autoren-Porträt von Catherine Hayes
Catherine Hayes is an Organisation Development, Culture Transformation and Transition Leadership specialist. With 30 years of improving operational and business performance through, systemic problem solving, designing, leading and facilitating organisation-wide transformation programmes. Following two Executive Organisation Development roles in the Financial Services, Catherine transitioned into consulting in 2007, where she has worked across a broad range of industry sectors. Working in partnership with CEO's, Boards and Executive teams, Catherine supports organisations to understand and navigate complex, development and transformation challenges to deliver tangible results. Catherine's passion and vocational purpose is supporting leaders and their organisations to embed Transition Leadership capabilities into their operational functioning. Enabling leaders to utilise and replicate factors of success to enhance organisational effectiveness and create sustainable operational and business performance.
Combining her practice and applied research with Buddhist philosophy, business and clinical psychology, Catherine has created transition diagnostic analytics and tools that support insight into the complex operational functioning of organisations. She utilises her transition leadership methodology and development approach to enable leaders and their workforces to acquire transition capabilities while implementing their transformation agendas. She also runs the Transition Leadership Series for Executive MBA's at Cass Business School.
Bibliographische Angaben
- Autor: Catherine Hayes
- 2021, 1st ed. 2020, XXIX, 167 Seiten, 15 farbige Abbildungen, Maße: 15,5 x 23,5 cm, Kartoniert (TB), Englisch
- Verlag: Springer, Berlin
- ISBN-10: 3030427897
- ISBN-13: 9783030427894
Sprache:
Englisch
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