Contemporary Practice and Theory of Organisations - Part 2 : Leading and Changing the Organisation.

Description

Organizations are the business world's central actors, employing multiple people who pursue collective goals while linked to an external environment. This volume is the first of two books dedicated to defining current theories of organizations and their practices. The text is filled with contributions by alumni of the ESB Business School at Reutlingen University. Part I discusses contemporary organizational forms and properties, including team aspects. Part II provides a detailed overview of key themes in modern leadership and coaching, as well as organizational intervention. Contents Introduction Section I: Leadership Authentic Leadership 1 Introduction 2 Conceptual Foundation and Definitions of AL 2.1 Approach to Defining Authentic Leadership 2.2 AL Models & Frameworks 3 Literature on Authentic Leadership 3.1 Clustering of the Literature 3.2 Criticism and Challenges of AL 3.3 Need for further study 4 Summary Appendix References Charismatic Leadership 1 Introduction and structure 2 Exemplary studies 2.1 A psychological theory of charismatic leadership by House (1977) 2.2 A self-concept based theory by Shamir et al. (1993) 2.3 Attribution theory of charisma by Conger and Kanungo (1987, 1998) 3 Literature contributions and comparison of different author’s views 3.1 Significant areas of research in the field of charismatic leadership 3.1.1 Publications on follower’s performance and job satisfaction 3.1.2 Publications on organizational outcomes 3.2 Comparison of different author’s views 4 Identification of research gaps 5 Conclusion References Humble Leadership 1 Introduction 2 Research Context and Integration 3 Research Areas of Humble Leaders 3.1 Concept(s) of Humility in Leadership 3.2 Disagreed Characteristics of Humility in Leadership 3.3 Agreed Characteristics of Humility in Leadership 3.4 Measures and Perceptions of Humility in Leadership 3.5 Establishing Humble Leadership 3.6 Effects of Humility in Leadership 3.7 Effects of Lacking Humility in Leadership 4 Concluding Remarks and Research Gaps References Section II: Coaching Leadership Coaching 1 Introduction 1.1 Definition of Leadership Coaching 1.2 Delimitation of Leadership Coaching 2 Literature Review 2.1 Constituent parts of leadership coaching 2.1.1 The Coach 2.1.2 The Coaching Respondent 2.1.3 The Coaching Relationship 2.2 The Process of Leadership Coaching 2.3 The Effectiveness of Leadership Coaching 3 Critical Review and Conclusion 3.1 The Ideal State of Leadership Coaching 3.2 Current Gaps in Research 3.3 Change as a Drawback to Leadership Coaching Appendix References Executive Coaching 1 Introduction 2 Scholarly contributions to executive coaching between 2000 and 2014 2.1 The coaching process and practices 2.2 The goals and outcomes of executive coaching 2.3 The impact of executive coaching on an organization 3 Theoretical and practical polarities in executive coaching research 4 Research gaps and future implications in the field of executive coaching 5 Conclusion References Team Coaching 1 Introduction 2 Conducted Research 3 Team Coaching 3.1 Definition 3.2 Requirements 3.3 Time for Implementation 3.4 Methods 3.5 Role of the Coach 3.6 Targets 4 Conclusion References Section III: Organizational Interventions Organizational Consulting 1 Introduction 2 Consulting 2.1 Origins and History of Consulting 2.2 Consulting Concepts 2.3 Consulting Process Models 2.4 Roles of Consultants 3 Consulting Approaches 4 Conclusion 4.1 State of the Art 4.2 Research Gaps and Issues References Change Agents 1 Introduction and Methodology 2 Change Resistance as a Major Challenge of the Change Agent 3 Characteristics of Effective Change Agents 3.1 Similarity 3.2 Network and Relationship 3.3 Empathy 3.4 Collaboration 3.5 Resources 3.6 Structure 3.7 Reward and Change Incentives 4 Critical Review and Conclusion References Organizational Learning 1 Introduction 2 Classification of Organizational Learning and Related Terms 2.1 Individual Learning 2.2 Knowledge Management 2.3 Learning Organization 3 Conceptual Frameworks of Organizational Learning 3.1 Single-loop learning, Double-loop learning and Deutero-learning 3.2 The Ontological Levels of Learning 3.3 The Modes of Knowledge Conversion 3.4 The Learning Sub-Processes 3.5 The Learning Typologies 3.6 The Information Processing Perspective (System View) 4 Measuring Organizational Learning 5 Research Gaps 6 Summary and Conclusion References Turnaround Management 1 Introduction 2 Definition of Turnaround Management 3 Turnaround Strategies and Processes 3.1 Turnaround Strategies 3.2 Extensive Model of Organizational Decline and Turnaround 3.2.1 Managerial Cognition 3.2.2 Strategic Leadership 3.2.3 Stakeholder Management 3.2.4 Strategic activities 3.2.5 Turnaround Outcomes 4 Research Gaps 5 Summary and Conclusion References