Experiencing Human Energy as a Catalyst for Developing Leadership Capacity

Vögel, Bernd

doi:10.1108/978-1-78714-240-420171022

Cited by 4 publications

(4 citation statements)

References 86 publications

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“…They create energy for the envisaged change. High engagement strategies attempt to move organizational members into a high activation, high alignment state that creates “productive energy” Vogel (2017). This energy emerges as people interact in settings of mutual dependence, create shared interpretations of shared events, and generate shared emotional and cognitive states (Vogel and Bruch, 2011).…”

Section: High Engagement Changementioning

confidence: 99%

Three change strategies in organization development: data-based, high engagement and generative

Bushe

Lewis²

2023

LODJ

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PurposeThis article categorizes organization development (OD) approaches to change management into three categories and explains their differences and when each might be most appropriate. It focuses on the differences between two different change strategies that utilize the same methods and are associated with a Dialogic OD mindset: high engagement and generative. The generative change strategy is the newest and least discussed in the change literature. The article endeavors to alert practitioners and researchers to important differences that make the generative change strategy the most rapid and transformational catalyst for change of the three.Design/methodology/approachDescriptions of the high engagement and generative change strategies are followed by brief case examples. The differences in roles and activities of leaders (sponsors), change agents and those affected by the change are identified. Propositions about when each strategy is appropriate are offered.FindingsThe rate and depth of change produced by generative change is beyond what change professionals normally aspire to. High engagement strategies appear to be the most common form of dialogic organizational consulting. It is probably not coincidental that managerial control is retained while engaging the targets of change in participating on some aspect of change planning and solution finding. Generative strategies that lead to rapid transformations are based on complexity science, so are more agile, emergent and self-organizing, and thus less managerial control. A generative strategy is of limited value when high levels of interdependence or large capital outlays require central coordination of change. In such cases, high engagement is a better choice.Originality/valueThe authors believe this is the first article to identify the differences between high engagement and generative strategies utilized by Dialogic OD practitioners using large group interventions and propose when each may be the most appropriate. Additionally, the generative change model provides a new lens for creating a path to the agile organization.

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Section: High Engagement Changementioning

confidence: 99%

Three change strategies in organization development: data-based, high engagement and generative

Bushe

Lewis²

2023

LODJ

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“…A leader high in vitality experiences a sense of enthusiasm, aliveness, and energy ( Ryan and Frederick, 1997 ). Vogel (2017) showed that when individuals feel energized and are thriving, leadership capacity is expanded. Vitality is an inner resource that is both generative and dynamic, and can help leaders cope with challenges, improve overall performance, and meet role demands ( Dubreuil et al, 2014 ).…”

Section: Vitalitymentioning

confidence: 99%

“…Prior research demonstrates that a leader can transfer energy resources to others through positive relationships which results in higher levels of engagement, lower turnover, and enhanced feelings of well-being among followers ( Vogel, 2017 ; Cameron, 2021 ). The transference of positive energy from one person to another is called positive relational energy ( Owens et al, 2016 ).…”

Section: Vitalitymentioning

confidence: 99%

“…Exploring how and when these leadership mechanisms are enacted can provide additional insight into how to support a leader’s vitality, particularly for top leaders. Very few studies have focused on what drains and builds leader energy or energy transference to followers ( Owens et al, 2016 ; Vogel, 2017 ; Cameron, 2021 ). Hearing directly from leaders about how and when self-control, emotional labor, emotional dissonance, and energy transference are enacted –and how these mechanisms affect vitality – is an important contribution to existing research.…”

Section: Introductionmentioning

confidence: 99%

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Burning bright or burning out: a qualitative investigation of leader vitality

Shapiro

2023

Front. Psychol.

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IntroductionLeaders of organizations have incessant demands placed on them, including cultivating teams, building culture, and increasing the bottom line, in addition to caring for followers’ well-being and thriving. Numerous resources are required to meet these continuous demands, and vitality is one of the most valuable.MethodsThrough interviewing 20 of the most influential and pressured leaders of Fortune 1,000 companies, this qualitative study answers three important questions: what drains vitality, what fosters it, and how do leaders most effectively utilize vitality for followers?ResultsThe results shed light on psychological mechanisms that drain leaders’ vitality, including emotional labor, self-control, loss of job control, the unproductive mindsets of others, and isolation created from the role. In terms of fostering vitality, several of the pathways of the PERMA+4 model of well-being were highlighted, including fostering relationships, physical health, accomplishment, mindset, meaning, environment, and engagement. Two additional themes that foster vitality included job autonomy and time away from work. Themes emerged that underscore how leaders utilize their vitality for followers, and the potentially detrimental impacts to leadership when leaders are drained.DiscussionOverall, results highlight the importance of vitality and self-care as critical for leaders’ ability to maximize their leadership performance.

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Productive Organisational Energy and Performance in Estonian Football Organisations

Aidla,

Iliushchenkov

2023

Physical Culture and Sport. Studies and Research

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Sports governance is a broad domain in which many ambitious goals are expected to be considered by top management. Attending to productive organisational energy may be the key to consolidating and amplifying efforts by members of sports organisations at individual, group and organisational levels in order to achieve those wide-ranging goals. The aim of the article is to discover whether Estonian football organisations with higher results for the dimensions of productive organisational energy also show higher performance. Overall, we reached about 14% of the population of players, coaching staff and management from football organisations in Estonia. Productive organisational energy was measured using affective, cognitive and behavioural dimensions (Cole et al., 2012). Rankings in the league tables for 2020, 2021 and 2022 reflected the performance of the football clubs. The results demonstrated that football clubs that had higher levels of productive organisational energy were mostly placed in the top half of the league table. All three dimensions of productive organisational energy were similarly relevant in regard to performance. The connection between productive organisational energy and performance has so far been analysed only in business organisations and in one health service organisation. We brought the topic to the sports context and distinguished three dimensions of productive organisational energy while comparing the performance of organisations, which has not been done before. We also conducted the first empirical study that considers whether dimensions of productive organisational energy are balanced in better performing clubs.

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Experiencing Human Energy as a Catalyst for Developing Leadership Capacity

Cited by 4 publications

References 86 publications

Three change strategies in organization development: data-based, high engagement and generative

Three change strategies in organization development: data-based, high engagement and generative

Burning bright or burning out: a qualitative investigation of leader vitality

Productive Organisational Energy and Performance in Estonian Football Organisations

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