메뉴 건너뛰기




Volumn 10, Issue 4, 2010, Pages 369-385

Emperors with clothes on: The role of self-awareness in developing effective change leadership

Author keywords

'Stuckness'; Change leadership; Change success; Self awareness; Systemic thinking

Indexed keywords


EID: 79960569469     PISSN: 14697017     EISSN: 14791811     Source Type: Journal    
DOI: 10.1080/14697017.2010.516483     Document Type: Article
Times cited : (55)

References (37)
  • 1
    • 20444422894 scopus 로고    scopus 로고
    • Authentic leadership development: Getting to the root of positive forms of leadership
    • Avolio, B.J. and Gardner, W.I. (2005) Authentic leadership development: getting to the root of positive forms of leadership, Leadership Quarterly, 16(2), pp. 315-338.
    • (2005) Leadership Quarterly , vol.16 , Issue.2 , pp. 315-338
    • Avolio, B.J.1    Gardner, W.I.2
  • 2
    • 60549111652 scopus 로고    scopus 로고
    • Leadership: Current theories, research and future directions
    • Avolio, B.J., Walumba, F.O. and Weber, T.J. (2009) Leadership: current theories, research and future directions, Annual Review of Psychology, 60, pp. 421-449.
    • (2009) Annual Review of Psychology , vol.60 , pp. 421-449
    • Avolio, B.J.1    Walumba, F.O.2    Weber, T.J.3
  • 3
    • 0003427742 scopus 로고    scopus 로고
    • Research that will break the code of change: The role of useful normal science and usable action science, a commentary on Van de Ven and Argyris
    • M. Beer and N. Nohria, Boston, MA: Harvard Business School Press
    • Beer, M. (2000) Research that will break the code of change: the role of useful normal science and usable action science, a commentary on Van de Ven and Argyris, in: M. Beer and N. Nohria (eds) Breaking the Code of Change (Boston, MA: Harvard Business School Press).
    • (2000) Breaking the Code of Change
    • Beer, M.1
  • 4
    • 0031115217 scopus 로고    scopus 로고
    • Managerial self-awareness in high performing individuals in organisations
    • Church, A.H. (1997) Managerial self-awareness in high performing individuals in organisations, Journal of Applied Psychology, 82(2), pp. 281-292.
    • (1997) Journal of Applied Psychology , vol.82 , Issue.2 , pp. 281-292
    • Church, A.H.1
  • 5
    • 33846503900 scopus 로고    scopus 로고
    • Leadership as the enabler of strategising and organising
    • Colville, I.D. and Murphy, A.J. (2006) Leadership as the enabler of strategising and organising, Long Range Planning, 39, pp. 663-677.
    • (2006) Long Range Planning , vol.39 , pp. 663-677
    • Colville, I.D.1    Murphy, A.J.2
  • 11
    • 47949103721 scopus 로고
    • The critical incident technique
    • Flanagan, J.C. (1954) The critical incident technique, Psychological Bulletin, 51(4), pp. 327-358.
    • (1954) Psychological Bulletin , vol.51 , Issue.4 , pp. 327-358
    • Flanagan, J.C.1
  • 19
    • 33846598712 scopus 로고    scopus 로고
    • All changes great and small: Exploring approaches to change and its leadership
    • Higgs, M.J. and Rowland, D. (2005) All changes great and small: exploring approaches to change and its leadership, Journal of Change Management, 5(2), pp. 121-151.
    • (2005) Journal of Change Management , vol.5 , Issue.2 , pp. 121-151
    • Higgs, M.J.1    Rowland, D.2
  • 20
    • 0002283219 scopus 로고
    • Evolving interpretations as change unfolds: How managers construe key organizational changes
    • Isabella, L. (1990) Evolving interpretations as change unfolds: how managers construe key organizational changes, Academy of Management Journal, 33(1), pp. 7-41.
    • (1990) Academy of Management Journal , vol.33 , Issue.1 , pp. 7-41
    • Isabella, L.1
  • 22
    • 0002324201 scopus 로고
    • Leading change: Why transformation efforts fail
    • May-June
    • Kotter, J.P. (1995) Leading change: why transformation efforts fail, Harvard Business Review, May-June, pp. 11-16.
    • (1995) Harvard Business Review , pp. 11-16
    • Kotter, J.P.1
  • 23
    • 0003621845 scopus 로고    scopus 로고
    • Boston, MA: Harvard Business School Press
    • Kotter, J.P. (1996) Leading Change (Boston, MA: Harvard Business School Press).
    • (1996) Leading Change
    • Kotter, J.P.1
  • 25
    • 84986164024 scopus 로고    scopus 로고
    • Leader self-awareness and its relationship to subordinate attitudes and paerformance
    • Moshavi, D., Brown, F.W. and Good, N.G. (2003) Leader self-awareness and its relationship to subordinate attitudes and paerformance, Leadership and Organisational Development Journal, 24(7), pp. 407-418.
    • (2003) Leadership and Organisational Development Journal , vol.24 , Issue.7 , pp. 407-418
    • Moshavi, D.1    Brown, F.W.2    Good, N.G.3
  • 26
    • 0035536263 scopus 로고    scopus 로고
    • Studying organizational change and development: Challenges for future research
    • Pettigrew, A., Woodman, R. and Cameron, K. (2001) Studying organizational change and development: challenges for future research, Academy of Management Journal, 44(4), pp. 697-713.
    • (2001) Academy of Management Journal , vol.44 , Issue.4 , pp. 697-713
    • Pettigrew, A.1    Woodman, R.2    Cameron, K.3
  • 28
  • 29
    • 0004016106 scopus 로고
    • San Francisco, CA: Random House
    • Senge, P. (1990) The Fifth Discipline (San Francisco, CA: Random House).
    • (1990) The Fifth Discipline
    • Senge, P.1
  • 31
    • 0031481660 scopus 로고    scopus 로고
    • Intervening in the shadow systems of organizations: Consulting from a complexity perspective
    • Shaw, P. (1997) Intervening in the shadow systems of organizations: consulting from a complexity perspective, Journal of Organizational ChangeMmanagement, 10(3), pp. 235-250.
    • (1997) Journal of Organizational Change Management , vol.10 , Issue.3 , pp. 235-250
    • Shaw, P.1
  • 33
    • 84973751892 scopus 로고
    • A paradoxical conception of group dynamics
    • Smith, K. and Berg, D. (1987) A paradoxical conception of group dynamics, Human Relations, 40, pp. 633-658.
    • (1987) Human Relations , vol.40 , pp. 633-658
    • Smith, K.1    Berg, D.2
  • 34
    • 0040898639 scopus 로고    scopus 로고
    • Dominant ideologies, strategic change and sustained performance
    • Stace, D. (1996) Dominant ideologies, strategic change and sustained performance, Human Relations, 49(5), pp. 553-570.
    • (1996) Human Relations , vol.49 , Issue.5 , pp. 553-570
    • Stace, D.1


* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.