Building Leadership Effectiveness This program encourages leaders to develop practices that transform values into action, vision into realities, obstacles into innovations, and risks into rewards. Participants will be introduced to the five practices of exemplary leadership: modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart Coaching & Communicating for Performance Coaching & Communicating for Performance is a highly interactive program that will give supervisors and managers the opportunity to build skills that will enable them to share expectations and set objectives for employees, provide constructive feedback, more effectively engage in learning conversations, and coaching opportunities. Skillful Conflict Management for Leaders As a leader, it is important to understand conflict and be effective at conflict management because the way conflict is resolved becomes an integral component of our university’s culture. This series of conflict management sessions help leaders learn and put into practice effective strategies for managing conflict.

기독교 사역과 Leadership

\"What are your assumptions (implicit as well as explicit) about the most effective way to manage people?\" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

The Human Side of Enterprise.

https://science.sciencemag.org/content/sci/5/110/206.full.pdf

The american psychological association.

Статья посвящена вопросам влияния власти на поведение человека. Авторы рассматривают данные различных источников, в которых увеличение власти связывается с напористостью, а ее уменьшение - с подавленностью. Конкретно, власть ассоциируется с: а) позитивным аффектом; б) вниманием к вознаграждению и к свойствам других, удовлетворяющим личные цели; в) автоматической переработкой информации и резкими суждениями; г) расторможенным социальным поведением. Уменьшение власти, напротив, ассоциируется с: а) негативным аффектом; б) вниманием к угрозам и наказаниям, к интересам других и к тем характеристикам я, которые отвечают целям других; в) контролируемой переработкой информации и совещательным типом рассуждений; г) подавленным социальным поведением. Обсуждаются также последствия этих паттернов поведения, связанных с властью, и потенциальные модераторы.

Power, approach, and inhibition. Власть, напористость и подавленность

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Uncertainty is a major source of psychological strain during organizational change. This study tested a model of change-related communication, uncertainty, and control and their relationship with psychological strain, job satisfaction, and turnover intentions. Self-report data were obtained from staff at a psychiatric hospital undergoing restructuring. Results indicated that uncertainty had a direct and an indirect (via feelings of lack of control) relationship with psychological strain. Partialling out common method variance led to a complete mediation of this relationship by control. Other predictions about the relationship of these variables with psychological strain, job satisfaction, and turnover intentions were supported. Implications for future research and practice of change communication are discussed.

Uncertainty during organizational change: Is it all about control?

Leadership is a perennially popular topic in the academic and practitioner literature on management. In particular, the past twenty years have witnessed an explosive growth of interest in what has been termed ‘transformational leadership’ (henceforth, TL). The theory is closely linked to the growth in what has been defined as corporate culturism - an emphasis on the importance of coherent cultures, as a means of securing competitive advantage. This article outlines the central components of TL theory, and subjects the concept to a critical analysis. In particular, similarities are identified between the components concerned and the characteristics of leadership practice in organizations generally defined as cults. This connection has been previously unremarked in the literature. These similarities are comprehensively reviewed. Trends towards what can be defined as corporate cultism in modern management practice are also discussed. We conclude that TL models are overly concerned with the achievement of cor...

/pdf/transformational-leadership-corporate-cultism-and-the-5g5upv2jtp.pdf

Transformational Leadership, Corporate Cultism and the Spirituality Paradigm: An Unholy Trinity in the Workplace?

Most research into leadership has presented leaders as heroic, charismatic and transformational ‘visionaries’. The leader, whether in business, politics or any other field, is the most important factor in determining whether organizations succeed or fail. Indeed, despite the fundamental mistakes which have, arguably, directly led to global economic recession, it is often still taken for granted that transformational leadership is a good thing, and that leaders should have much more power than followers to decide what needs to be done. 

The Dark Side of Transformational Leadership confronts this orthodoxy by illustrating how such approaches can encourage narcissism, megalomania and poor decision-making on the part of leaders, at great expense to those organizations they are there to serve. Written in a lively and engaging style, the book uses a number of case studies to illustrate the perils of transformational leadership, from the Jonestown tragedy in 1978 when over 900 people were either murdered or committed suicide at the urging of their leader, to an analysis of how banking executives tried to explain away their role in the 2008 financial crisis 

This provocative and hugely important book offers a rare critical perspective in the field of leadership studies. Concluding with a new approach that offers an alternative to the dominant transformational model, The Dark Side of Transformational Leadership will be an invaluable text for academics interested in leadership, students on leadership courses requiring a more critical perspective, and anyone concerned with how people lead people, and the lessons we can learn.

The Dark Side of Transformational Leadership: A Critical Perspective

‘More’ or ‘better’ leadership remains a popular panacea for business failure, climate change, educational underachievement and myriad other world problems. Yet there has been a growing concern that traditional approaches to the subject have naturalised oppressive power relationships, particularly in the workplace. Scholars have therefore put more stress on the creative contribution of ‘followers’ as co-creators of organisational reality. It is now normal to find calls for shared leadership, less leadership or no leadership. This article argues that even when couched in emancipatory terms, many of these perspectives still tend to diminish the contribution of organisational actors who do not occupy formal leadership roles. Communication and process theories of organisation are employed to suggest that leadership could be more usefully envisaged as those practices which see leaders occupying transitory roles within fluid social structures, in which there is no essence of leadership apart from the discursive constructions of organisational actors and in which the facilitation of disagreement and dissent holds the same importance as a traditional stress on the achievement of cohesion and agreement.

http://journals.sagepub.com/doi/pdf/10.1177/1742715013509030

Leadership, more or less? A processual, communication perspective on the role of agency in leadership theory

Conventional approaches to teaching leadership in business schools have overrelied on transformational models that stress the role of charismatic individuals, usually white men, in setting compelling visions to which all organizational actors are expected to subscribe. Such approaches pay insufficient attention to the dynamics of power, the influence of context, and the significance of follower dissent and resistance. This article examines the pedagogical potential of critical leadership studies: an emergent, alternative paradigm questioning deep-seated assumptions that power and agency should be vested in the hands of a few leaders and exploring the dysfunctional consequences of such power dynamics for individuals, organizations, and societies. It also recognizes that follower compliance and conformity, as well as resistance and dissent, are important features of leadership dynamics. Informed by our own experience of trying to teach leadership more critically, this essay highlights a number of guiding principles that we have used in the classroom to encourage a more questioning approach from our students in their study of leadership.

/pdf/teaching-leadership-critically-new-directions-for-leadership-1fevjnpkm3.pdf

Dennis Tourish

Papers

Uncertainty during organizational change: Is it all about control?

Transformational Leadership, Corporate Cultism and the Spirituality Paradigm: An Unholy Trinity in the Workplace?

The Dark Side of Transformational Leadership: A Critical Perspective

Leadership, more or less? A processual, communication perspective on the role of agency in leadership theory

Teaching Leadership Critically: New Directions for Leadership Pedagogy