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

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Contents......Page 6
Introduction......Page 8
Section I: Leadership......Page 10
1 Introduction......Page 12
2.1 Approach to Defining Authentic Leadership......Page 13
2.2 AL Models & Frameworks......Page 14
3.1 Clustering of the Literature......Page 15
3.3 Need for further study......Page 20
Appendix......Page 21
References......Page 22
1 Introduction and structure......Page 26
2.1 A psychological theory of charismatic leadership by House (1977)......Page 27
2.3 Attribution theory of charisma by Conger and Kanungo (1987, 1998)......Page 28
3.1.1 Publications on follower’s performance and job satisfaction......Page 29
3.1.2 Publications on organizational outcomes......Page 31
3.2 Comparison of different author’s views......Page 33
4 Identification of research gaps......Page 34
5 Conclusion......Page 35
References......Page 37
1 Introduction......Page 40
2 Research Context and Integration......Page 41
3.1 Concept(s) of Humility in Leadership......Page 42
3.2 Disagreed Characteristics of Humility in Leadership......Page 43
3.4 Measures and Perceptions of Humility in Leadership......Page 44
3.6 Effects of Humility in Leadership......Page 46
3.7 Effects of Lacking Humility in Leadership......Page 47
4 Concluding Remarks and Research Gaps......Page 48
References......Page 50
Section II: Coaching......Page 54
1 Introduction......Page 56
1.1 Definition of Leadership Coaching......Page 57
1.2 Delimitation of Leadership Coaching......Page 58
2.1.1 The Coach......Page 59
2.1.2 The Coaching Respondent......Page 60
2.1.3 The Coaching Relationship......Page 61
2.3 The Effectiveness of Leadership Coaching......Page 63
3 Critical Review and Conclusion......Page 64
3.1 The Ideal State of Leadership Coaching......Page 65
3.3 Change as a Drawback to Leadership Coaching......Page 66
Appendix......Page 68
References......Page 72
1 Introduction......Page 76
2 Scholarly contributions to executive coaching between 2000 and 2014......Page 77
2.1 The coaching process and practices......Page 78
2.2 The goals and outcomes of executive coaching......Page 80
2.3 The impact of executive coaching on an organization......Page 81
3 Theoretical and practical polarities in executive coaching research......Page 83
5 Conclusion......Page 84
References......Page 86
1 Introduction......Page 90
2 Conducted Research......Page 91
3.1 Definition......Page 94
3.2 Requirements......Page 95
3.3 Time for Implementation......Page 96
3.4 Methods......Page 97
3.5 Role of the Coach......Page 98
3.6 Targets......Page 99
4 Conclusion......Page 100
References......Page 102
Section III: Organizational Interventions......Page 104
1 Introduction......Page 106
2.1 Origins and History of Consulting......Page 107
2.2 Consulting Concepts......Page 110
2.4 Roles of Consultants......Page 111
3 Consulting Approaches......Page 112
4.1 State of the Art......Page 113
4.2 Research Gaps and Issues......Page 114
References......Page 116
1 Introduction and Methodology......Page 120
2 Change Resistance as a Major Challenge of the Change Agent......Page 123
3 Characteristics of Effective Change Agents......Page 124
3.2 Network and Relationship......Page 125
3.3 Empathy......Page 126
3.5 Resources......Page 127
3.7 Reward and Change Incentives......Page 128
4 Critical Review and Conclusion......Page 129
References......Page 131
2 Classification of Organizational Learning and Related Terms......Page 134
2.3 Learning Organization......Page 135
3.1 Single-loop learning, Double-loop learning and Deutero-learning......Page 136
3.3 The Modes of Knowledge Conversion......Page 138
3.5 The Learning Typologies......Page 139
4 Measuring Organizational Learning......Page 140
5 Research Gaps......Page 141
6 Summary and Conclusion......Page 142
References......Page 144
2 Definition of Turnaround Management......Page 148
3.1 Turnaround Strategies......Page 149
3.2.1 Managerial Cognition......Page 154
3.2.2 Strategic Leadership......Page 155
3.2.5 Turnaround Outcomes......Page 156
5 Summary and Conclusion......Page 157
References......Page 159