Creating Organizational Value through Dialogical Leadership

Beschreibung

This book demonstrates Dialogical Leadership which is the workplace application of the Dialogical Self Theory, first developed by Dutch psychologist Hubert Hermans in the 1990s. It encourages scientists and science-practitioners interested in leadership issues to discuss the power of dialogue in solving workplace culture problems. Van Loon’s work extends the concept of Dialogical Self Theory to the leadership of organizations, drawing on social constructionism by the American psychologist Ken Gergen and the leadership framework of British academic Keith Grint. This book explicitly links the health of organizations to the psychological and emotional health of those who lead them, concluding with the factors of teamwork and motivation. Dialogical Leadership jettisons the idea that organizations are run by ‘superheroes’, presenting a more realistic picture of the workplace. This is the first book to isolate ‘generative dialogue’ as the key mechanism for successful change and transformation programs in organizations. It rejects the idea that successful organizations are ‘rational systems’ conforming to scripts laid down by leaders, and it places dialogue and co-creation – ‘reciprocal exchange’ – at the heart of successful change programs. It starts from the kinds of questions leaders ask themselves – their ‘interior dialogue’ – and the quality of their interactions with others – their external dialogues – which can as shown in this book, be the difference between success and failure.
This book demonstrates Dialogical Leadership which is the workplace application of the Dialogical Self Theory, first developed by Dutch psychologist Hubert Hermans in the 1990s. It encourages scientists and science-practitioners interested in leadership issues to discuss the power of dialogue in solving workplace culture problems. Van Loon’s work extends the concept of Dialogical Self Theory to the leadership of organizations, drawing on social constructionism by the American psychologist Ken Gergen and the leadership framework of British academic Keith Grint. This book explicitly links the health of organizations to the psychological and emotional health of those who lead them, concluding with the factors of teamwork and motivation. Dialogical Leadership jettisons the idea that organizations are run by ‘superheroes’, presenting a more realistic picture of the workplace. This is the first book to isolate ‘generative dialogue’ as the key mechanism for successful change and transformation programs in organizations. It rejects the idea that successful organizations are ‘rational systems’ conforming to scripts laid down by leaders, and it places dialogue and co-creation – ‘reciprocal exchange’ – at the heart of successful change programs. It starts from the kinds of questions leaders ask themselves – their ‘interior dialogue’ – and the quality of their interactions with others – their external dialogues – which can as shown in this book, be the difference between success and failure.
Applies Dialogical Self Theory, first developed by psychologist Hubert Hermans in the 1990s, to leadership in the workplace This book changes perspectives from leader-centric to follower-driven views, as technology has fundamentally changed the relation between leader and followers Applies concept of creating ‘ma’ – as a living pause - to understand the processes of change and transformation, developed by the Japanese psychologist Masayoshi Morioka Includes supplementary material: sn.pub/extras

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Rens van Loon

Themen in »Creating Organizational Value through Dialogical Leadership«

Relational Models of Organizations Transformational Leadership Teamwork Authentic Leadership Sustainable Leadership Dialogical Self Theory Wicked Problems Strategic Change Co-creation Innovation Sustainable Organizations Dialogical Leadership

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