Leadership and strategic change

This article reports on a study of the development and diffision of a new corporate philosophy in three corporate divisions of the Scandinavian Airlines System (SAS). The corporate philosophy, representing strongly held assumptions, beliefs, and values guide the strategic change. Its development and diffusion is found to be directly influenced by the formation of a strategic role constellation in each division. The division managers have personally recruited a constellation which is consistent with their own beliefs and values. Implications of the findings for selection, recruitment, and development of key managers are pinpointed.     

Leadership behaviours as predictors of cost and change effectiveness

In this study it is assumed that different leadership behaviours affect organisational outcomes in different ways. Leadership has been measured using the CPE model, which embraces three types of leadership centring on change production and employees, respectively. Scales were constructed to measure effectiveness with respect to change and cost. The study was carried out in an international Swedish industrial company. A total of 49 departments were included representing 363 respondents. The data were collected at the individual level. However, all the data were aggregated and analysed at the organisational level. The main results are twofold. First, relation-orientated management is significantly related to both outcomes. Second, there are various combinations of behaviours for specific outcomes. The regression analyses revealed that the best combination for cost effectiveness consists of behaviour orientated towards relations and production. The best combination for effectiveness in dealing with change is an orientation towards relations and change behaviour. These two combinations explain about 30% of the variance in the respective criteria of effectiveness.     

Evidence-based change management

Evidence-Based Change Management is the science-informed practice of managing planned organizational change. It reflects two key principles: 1) Planned change is more likely to succeed when using science-informed practices, and 2) Regular use of four sources of evidence (scientific, organizational, stakeholder, and practitioner experience) improve the quality of change-related decisions. We describe two sets of science-informed practices: 1) Ongoing Actions used throughout the change process (e.g., goal setting, vision communication, and feedback/redesign) and 2) Phased Actions each timed to a specific change phase (e.g., early diagnosis or late-stage institutionalization).     

Leadership and management effectiveness: A multi-frame,multi-sector analysis

Bolman and Deal (1984, 1991) have developed four perspectives, or frames, for understanding organizations and leadership: structural, human resource, political, and symbolic. This paper reports two studies that operationalize that model. The first study uses critical incidents written by managers to assess how many and which frames they use. Most incidents show the use of one or two frames; very few contain all four. In every population, the structural frame was used frequently while the symbolic frame was rarely evident. Across different populations, the use of the human resource and political frames varied substantially. The second study used survey instruments to assess managers' frame orientations. Regression analyses show that their orientations, as perceived by colleagues, are differentially related to perceived effectiveness as manager and leader. Managerial effectiveness is related to an emphasis on rationality and organizational structure. Leadership effectiveness is linked to symbols and culture. For men and women in comparable positions, gender is unrelated to leadership orientations or to their effectiveness as managers or leaders.     

Organizational change and outdoor management education

This study used a randomized group experimental design combined with qualitative research methods to assess the outcomes of an outdoor management education (OME) program in one organization. Measures of trainee reactions, learning, attitudes and motivation, behavior, and organizational results were collected. The OME program positively influenced participant knowledge, organizational commitment, organizational-based self-esteem, and intentions to implement learning. It did not improve trust or self-efficacy levels. Additionally, there was evidence of behavioral change and improvements is several organizational results up to three years after the training, although attribution of cause and effect is difficult at these levels of analysis. © 1997 John Wiley & Sons, Inc.     

变革中的IT运营管理

文章归纳了IT运营所经历的三个发展阶段及其特征,分析出影响IT运营管理质量的主要原因是IT有效性管理与客户体验性管理之间的的脱节,提出IT运营管理人员必须首先立足于关心与改善客户从IT上所获得的体验这一核心原则上,给出了贯穿于IT运营全生命周期工作的具体管理原则,通过标准化、集中化、自动化、智能化等实现IT的有效性管理与客户体验管理两方面的统一。最后,笔者提出了一个提升IT运营管理效率的技术平台参考模型,以松耦合合总线方式实现企业IT运营的可持续发展。     

Leadership change and shareholder value: How markets react to the appointments of women

This study examines whether the appointment of women into senior leadership positions has a more positive effect on share price than the appointment of men into equivalent positions. Our dependent variable is the degree of change in share price following the announcement of men and women into senior leadership positions. Although market reactions to corporate events represent a complex process, we argue that changes in stock price represent a barometer for how investors assess the decision's potential effect on a corporation's short‐ and long‐term economic viability. We find a significant spike in stock price following the announcement of women into top leadership positions. The size and direction of change in stock price, however, is moderated by the gender composition of the industry. © 2011 Wiley Periodicals, Inc.     

Leadership and trade union principles: some problems of management sponsorship and independence

Recent empirical work on shop steward activity has led to a considerable increase in knowledge of the dynamics of shopfloor bargaining. The intensive case study of two shopfloor organisations by Batstone and his colleagues is of particular significance. In this article, Paul Willman analyses the Batstone et alia framework in relation to subsequent evidence.     

Trust relations in management of change

Trust is essential for the success of change, but transformational change challenges trust. This paper analyses how trust dynamics develop over time in two Danish manufacturing firms affected by major change programmes. The results show that change creates uncertainty among employees, thereby provoking intense scrutiny of management intentions and a tendency to make interpretations that exaggerate management intentions—with the end result of reduced trust. Management then react similarly with negative interpretations of employee reactions, creating a vicious cycle of reduced trust. The paper proposes a model for how change and trust interact and suggests a managerial strategy for trust repair: Strong management actions that symbolise integrity, competence and benevolence may counteract reduced trust, but if low trust turns into distrust, the result may be a deadlock that both parties find difficult to break.     

变革型领导和交易型领导理论研究综述

领导方式对企业管理具有重要影响。变革型领导与交易型领导不同的内在维度导致二者在员工工作绩效、员工满意度、组织承诺、组织变革与创新等方面有着不同的作用。多数学者认为变革型领导在各方面较交易型领导都更为优秀,然而部分学者却证明领导方式与企业组织文化的匹配性才是决定组织管理成功与否的重要因素。摒弃对交易型领导的偏见,选择适合的领导方式对企业的发展具有重要的现实意义。     

Understanding Leadership Through Leadership Understandings

In 1992, Margaret Wheatley urged leadership scholars to search for “new ways of understanding” (Wheatley, 1992/2006, p. 160). The search, with some exception, has stalled. Leadership studies remains mired in a philosophical understanding grounded in positivism. Within the current paper, an exploration of how an understanding is informed by its core philosophical assumptions is presented. An alternative framing for understandings is explored through the reconstruction of these same core philosophical assumptions. The benefits of dwelling within the alternative framing are sketched.     

上海通用汽车工程变更管理

文章探讨了通用汽车产品开发过程中,通过工程变更管理流程来保证与工程变更相关的产品数据进行正确及时传输到下游采购、运输及线上使用跟踪与管理,实现数据上下游传递的单一性,缩短开发周期,不断提升产品智能系统,以满足客户越来越高的需求。     

Leadership behaviors and human agency in the valley of despair: A meta-framework for organizational change implementation

For organizational leaders, implementing change in a workplace means influencing employees to do something new or behave differently. For employees, implementing a change at work requires detaching from familiar routines and social systems, learning and practicing the change, and imagining a future in which the change is valued by the organization. As they apply their agency to implement change, employees may experience loss, uncertainty, and frustration that manifests as despair, which can jeopardize the change process and its outcomes. We assemble a meta-theoretical framework using human agency theory, the Valley of Despair model of organizational change, and Full-Range Leadership Theory to explore ways that leaders' behaviors relate to employees' agentic orientations and behaviors during the implementation phase of the organizational change process. Taking both organizational change leaders' and employees' perspectives into account, the theory derived from our meta-framework argues that leaders' behaviors can shape employees' agency and their behaviors during the implementation stage of change in two important ways: 1) certain leader behaviors are likely to prime agentic orientations that facilitate changing, and 2) certain leader behaviors may help to mitigate employees' despair, enabling the firm to derive value from employees' change implementation behaviors.     

谦卑与领导有效性：变革型领导的中介作用

谦卑于组织领导中的作用受到了学者们的广泛关注。本文通过对21家企业378名下属的调查问卷探讨了谦卑的领导与领导有效性之间的关系,并探讨了任务导向和关系导向的变革型领导在谦卑与领导有效性之间的中介作用。多元回归结果表明,谦卑能够有效预测变革型领导以及领导有效性,其中,关系导向和任务导向的变革型领导分别在谦卑与领导有效性中起到完全中介和不完全中介作用。     

Legal aspects of employment change and their implications for management

This paper reports research which aims to identify and classify the legal issues raised on appeal in litigation arising from the management of employment change. It then considers the implications for management policy and practice. The most frequent legal issues were unilateral attempts at contractual change and unfair dismissal for redundancy.     

Helping top management avoid failure during planned change

Managers use a variety of tactics to set directions, to identify ideas, and to implement plans during planned change. Some of these tactics were found to be quite successful, and others have high rates of failure. Failure stemmed from imposing ideas, adopting ideas after a limited search, and using power to implement plans. Managers were far more successful when objectives were set and the need for action made clear at the outset, when an unrestricted search for ideas was carried out, and when participation was used to entice people to go along with the planned change. Suggestions to improve practice are offered as steps to take and steps to avoid during planned change. © 1993 by John Wiley & Sons, Inc.     

平台型领导:一种新的领导类型

本文以人本主义为思想基础,强调对下属的尊重和完整系统的认识,提出了平台型领导的概念.首先,文章从理论与实践结合的基础上论述平台型领导的内涵,即强调事业发展、把事业的平台做大、为自己和下属提供更广阔的事业空间、搭建更大的展示才华的平台,进而提出了平台型领导的四项主要内容:关注领导者和下属的成长、打造并不断扩大事业平台、塑造相互促进的互动关系和互动过程的动态优化.最后,本文将平台型领导与现有领导研究中的几个重要领导类型进行对比分析,明确了这一领导类型的独特性.