Understanding how balancing autonomy and power might occur in leading organizational change

Espedal, Bjarne

doi:10.1016/j.emj.2016.08.005

Cited by 16 publications

(9 citation statements)

References 13 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Un factor importante para el cambio en la toma de decisiones es el liderazgo, por ende, depende del estilo del líder o del poder que tome para generar cambios positivos o negativos dentro de la organización; liderar el cambio organizacional implica muchas habilidades gerenciales (Romero, Matamoros y Campo, 2013;Rogiest, Segers y Witteloostuijn, 2018;Espedal, 2017;García, 2011;Yepes, 2016).…”

Section: La Actitud Del Ser Humano Y El Cambio Organizacionalunclassified

Pequeñas empresas agroindustriales en Tunja - Boyacá, Colombia. Una descripción del cambio organizacional

2021

View full text Add to dashboard Cite

En el artículo se exponen los resultados obtenidos de investigar el cambio organizacional de pequeñas empresas del sector agroindustrial de la ciudad de Tunja en la última década. La investigación recurrió a técnicas de entrevistas semiestructuradas y la revisión teórica centrada en cinco dimensiones: i) cambio organizacional, ii) trabajadores líderes y directivos, iii) gobierno, iv) cultura y tradiciones, y v) fracaso y resistencia. Los hallazgos proveen a las empresas una mayor compresión de los cambios como un proceso constante y lento que permite a las organizaciones mantenerse en el tiempo. Así mismo, la implementación de nuevas tecnologías ha favorecido la producción y el crecimiento de las organizaciones.

show abstract

Section: La Actitud Del Ser Humano Y El Cambio Organizacionalunclassified

Pequeñas empresas agroindustriales en Tunja - Boyacá, Colombia. Una descripción del cambio organizacional

2021

View full text Add to dashboard Cite

show abstract

“…Leders handlingsrom hevdes å vaere en fundamental betingelse som avgjør hvor stor betydning ledelse kan ha (Espedal, 2017;Espedal & Kvitastein, 2012): lite handlingsrom gir mindre mulighet for å påvirke resultater, mens større handlingsrom øker potensiell betydning av ledelse. I debatten om lederes handlingsrom diskuteres det ofte hvordan en kan øke størrelsen på dette, basert på en implisitt antakelse om at større handlingsrom er bedre enn lite handlingsrom.…”

Section: Innledningunclassified

Oppdragsbasert ledelse: Ledelse og styring gjennom intensjoner

Thon¹,

Berg²

2020

Ledelse Av Mennesker I Det Nye Arbeidslivet

View full text Add to dashboard Cite

In recent decades we have seen examples of how some organizations lack the capabilities necessary to maneuver in times of uncertain, rapidly changing and unstable environments. During the Covid-19 pandemic, the importance of the ability to make quick responses to changing environments became evident. In a military context, dealing with such unstable circumstances has been commonplace for some hundred years. Based on this observation, we seek to answer the following questions: What can we learn from the military concept mission command that can have an impact on leadership in civilian organizations? In order to answer these questions, we first discuss and define the concept of mission command. Using document analysis and participatory observation, we define mission command as a leadership concept and examine examples of mission command leadership styles in civilian organizations. Furthermore, we discuss whether classic leadership theory includes important characteristics of mission command. Main findings include what civilian organizations can learn from how military units have maneuvered in uncertain and complex environments, and secondly, how mission command is based on an understanding of how leadership is an organizational capability. This article focuses on the leader as part of an organizational system, and not the “heroic perspective” of the leader in person. We conclude by suggesting developing intention-based leadership as a theoretical concept for civilian use of the military leadership philosophy.

show abstract

“…Such a climate can be stressful for employees, because it limits their ability to improve their job situation and learn from their efforts, thereby undermining their personal development (Li et al, 2014;Parker, Dipboye, & Jackson, 1995). An organizational climate that supports GATGA behavior thus might be frustrating for employees, because it indicates that adherence to the status quo takes precedence over individual employee initiative or well-being (Espedal, 2017;Kacmar & Baron, 1999).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Mitigating the Harmful Effect of Perceived Organizational Compliance on Trust in Top Management: Buffering Roles of Employees’ Personal Resources

Clercq

Bouckenooghe

2019

The Journal of Psychology

View full text Add to dashboard Cite

This study considers how employees' perceptions of organizational compliance-defined as their beliefs that the organizational climate stifles change and values compliance with the status quo-reduce their trust in top management, as well as how this negative relationship might be buffered by access to two personal resources that support organizational change: openness to experience and affective commitment to change. Data from a sample of Pakistan-based organizations reveal that perceptions of organizational compliance reduce trust in top management, but this effect is weaker at higher levels of openness to experience and affective commitment to change. These findings are significant in that they indicate that employees who operate in organizational climates marked by "yea-saying" can counter the difficulty of improving their job situation by drawing from adequate personal resources.

show abstract

Understanding how balancing autonomy and power might occur in leading organizational change

Cited by 16 publications

References 13 publications

Pequeñas empresas agroindustriales en Tunja - Boyacá, Colombia. Una descripción del cambio organizacional

Pequeñas empresas agroindustriales en Tunja - Boyacá, Colombia. Una descripción del cambio organizacional

Oppdragsbasert ledelse: Ledelse og styring gjennom intensjoner

Mitigating the Harmful Effect of Perceived Organizational Compliance on Trust in Top Management: Buffering Roles of Employees’ Personal Resources

Contact Info

Product

Resources

About