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Cultural Change and Leadership in Organizations


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Table of Contents

About the Author xiv Preface xv Introduction 1 Part 1 Cultural Change in Organizations 9 Introduction 11 Essence of this part 11 Structure of this part 12 1 Perspectives on Organizational Cultures 13 Developments in Thinking about Organizational Cultures 13 Culture as the Identity of the Organization 20 Culture as a Source of Conflict and Renewal 24 Culture as a Learning Process 27 Culture and Customer Value Creation 30 Culture and Business Idea 33 Notes and References 35 2 Reasons for Strategic and Cultural Change 37 Surviving Crisis Situations 37 Strengthening Legitimate Position 38 International Expansion 40 Qualifying for the Future 41 Reinventing Business Propositions 42 Appreciating and Valuing Variety 44 Breakthrough Innovation 45 Maximizing Customer Value 46 Reasons for Cultural Change: An Overview 47 Notes and References 51 3 Conclusions of Cultural Change in Organizations 52 Do not Dare to Call it Cultural Change 52 Knowing your Meaning and Business Idea 52 Playing with Urgency and Ambition 53 Innovation and Expansion as Impulses for Strategic Renewal 54 Deep Change 54 Reinventing Business Propositions 55 Balancing Between Identity and Innovation 55 Change Starts with Standstill 55 Discussing the Undiscussable and Playing with Differences 56 Trajectories for Cultural Change in Organizations 56 Part 2 Strategies for Cultural Change 57 Introduction 59 Essence of this part 59 Structure of this part 60 4 Generating energy for change 61 Using crisis as a driver of change 61 Creating a sense of urgency 64 Articulating problems 66 Expressing humiliation and shame 68 Note and Reference 69 5 Envisioning 70 Building Common Ground 70 Clarifying Ambitions 73 Articulating Mission Statements 74 Expressing Levels of Change 76 Note and Reference 78 6 Creating Commitment 79 Being There 79 Bridging Gaps and Distances 81 Building Leading Coalitions 83 Organizing Involvement 85 7 Focusing on Clients 87 Realizing Customer Value 87 Redesigning Business Processes 88 Achieving Horizontal Synergy 90 Note and Reference 92 8 Combining Upwards and Downwards Initiatives 93 Generating Creativity for Renewal 93 Using Power to Force Change 95 Changing Players and Roles 97 9 Playing with Time, Space and Rhythm 99 Playing with Time and Rhythm 99 Reflecting and Learning 101 Creating Peace and Quiet 104 Offering Guidance and Space 105 Notes and References 107 10 Conclusions on Strategies for Cultural Change 108 Basic Principles for Cultural Change 108 No Single Best Way of Changing an Organizational Culture 109 Not Every Change Approach is Effective 109 Step-by-step Change Useful for Cultural Change 113 Building a Vital Coalition 113 Change Based on Own Qualities Without Consultants 114 Notes and References 114 Part 3 Organizational Culture and Leadership 115 Introduction 117 Essence of this Part 117 Structure of this Part 118 11 Authentic Leadership 119 Creating Awareness of the Environment 119 Inquiring and Understanding Streams of Events 121 Crafting Self-Awareness and Social Awareness 123 Walking your Talking 125 Notes and References 127 12 Transformational Leadership 128 Visioning the Future 128 Articulating Core Values 131 Building Vital Coalitions 133 Involving the Outside World 135 Organizing Teamwork 137 Appreciating Contrasting Perspectives 139 Notes and References 140 13 Meaningful Leadership 141 Initiating and Sense-Making 141 Setting Limits and Guiding Change 143 Giving Direction and Space 145 Telling Meaningful Stories 148 Notes and References 150 14 Appreciative Leadership 151 Appreciating the Best There is and Might Be 151 Valuing Differences 154 Building Trust 156 Introducing Fair Process 157 Notes and References 159 15 Learning Leadership 160 Experimenting and Learning 160 Visualizing Results and Sharing Successes 162 Learning from Mistakes 164 Sharing Experiences 166 Notes and References 168 16 Conclusions of Organizational culture and leadership 169 Leaders and Initiators 169 Direction and Space 170 Effective Leadership Styles for Cultural Change 170 Transformational Leadership 171 Meaningful Leadership 172 Authentic Leadership 172 Episodic Cultural Change and Gradual Cultural Development 172 Notes and References 176 Part 4 Interventions for Cultural Change 177 Introduction 179 Essence of this Part 179 Structure of this Part 180 17 Power Interventions 181 Articulating Urgency 181 Setting Borders 183 Changing Social Networks 185 Appointing New People 186 Rewarding Behaviour 188 Notes and References 189 18 Structural and Instrumental Interventions 190 Intervening in Structure and Technology 191 Designing New Ways of Working 193 Life Cycle Management for Sustainability 194 Supporting Young Turks 196 Providing Risk Capital 198 Changing Reward Systems 199 Developing Monitoring Systems 200 Presenting Facts and Figures 202 Formulating Rules of Conduct 203 Using Behaviour Programmes 205 Notes and References 206 19 Meaningful Interventions 208 Expressing Core Values 209 Visualizing Symbols 210 Fancying Artefacts 211 Imagining Futures 212 Storytelling and Sense-Making 213 Introducing New Language 216 Communication All Round 217 Adopting Cases for Renewal 218 Appreciating Professional Knowledge 220 Notes and References 221 20 Conflict Interventions 223 Valuing Differences 223 Discussing Barriers 225 Mirroring Contradictions and Tensions 226 Regulating Conflicts 228 Mediation by Independent Parties 229 Speaking about the Unspeakable 231 Using Humour that Stimulates Renewal 232 Notes and References 233 21 Interactive Interventions 234 Getting to Know Each Other 235 Paying Attention to Action and Emotion 236 Developing Teams 238 Bridging Cultural Differences 240 Engaging Management in Conferences 242 Initiating Future Conferences 244 Organizing Search Conferences 245 Investing in Formal Participation 248 Supporting Appreciative Inquiry 249 Introducing Appraisal and Assessment 251 Using Monitor Systems 252 Mobilizing Networks 254 Notes and References 255 22 Learning Interventions 257 Creating Learning Environments 257 Investing in Leadership Development 260 Offering Workshops 261 Developing Communities of Practice 263 Activating Learning Circles 264 Initiating Twinning 265 Distributing Learning Experiences 267 Sharing Successes 268 Notes and References 270 23 Conclusions on Interventions for Cultural Change 271 Interactive interventions for Deep Change 271 Meaningful Interventions to Guide Change 272 Structural Interventions to Reinvent Business Processes 272 Learning Interventions for Continuous Change 273 Power and Conflict Interventions to Make Space 273 Combining Interventions 274 Interventions and Change Strategies 274 Effective Intervention Mix 276 Choosing an Effective Intervention Mix 277 Part 5 Successful Cultural Change in Organizations 279 Introduction 281 Essence of this Part 281 Structure of this Part 282 24 Trajectories for Cultural Change 283 Routes for Cultural Change 283 Surviving Crisis Situations 285 Strengthening Legitimate Position 287 International Expansion 289 Qualifying for the Future 290 Reinventing Business Propositions 292 Appreciating and Valuing Variety 294 Breakthrough Innovation 295 Maximizing Customer Value 297 Inspiration to Change 299 25 Essentials of Cultural Change and Leadership in Organizations 300 Don t Dare Call It Culture 300 Principles and Success Factors for Cultural Change in Organizations 301 Organizational Culture and Leadership 304 Organizing Interactions and Sense-Making 305 Essentials of Cultural Change and Leadership in Organizations 307 Bibliography 309 Index 316

About the Author

Jaap Boonstra is Professor of Organization Dynamics at Esade Business School in Barcelona and Professor of Organizational Change and Learning at the University of Amsterdam. He is involved in strategic change processes of international companies like KLM, Bayer, Ahold and Arcadis. In addition he is a non-executive board member of several organizations including the International Choreographic Arts Centre and the Dutch Immigration Services. He is the co-author of Intervening and Changing: Looking for Meaning in Interactions (with Leon de Caluwe, Wiley, 2004) and author of Dynamics of Organizational Change and Learning (Wiley, 2007) .


"This book is written for leaders involved in or planning organisational change. It is jargon-free and easy to dip in and out of. It does not require substantial grounding in management of change theories, therefore is useful both for managers facilitating change and also for employees of companies undergoing a strategic and cultural change as a tool for providing meaning to those changes." ( The British Psychological Society , 1 June 2013)

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