In focus/organizational changes-A tale of three countries offers valuable knowledge
✍ Scribed by Yi, Zhang
- Book ID
- 102448813
- Publisher
- John Wiley and Sons
- Year
- 2008
- Weight
- 78 KB
- Volume
- 28
- Category
- Article
- ISSN
- 1093-6092
- DOI
- 10.1002/lia.1236
No coin nor oath required. For personal study only.
✦ Synopsis
O ver the past thirty years much research has been conducted in the United States and Europe on the experiences that help leaders learn, grow, and change. Until recently, however, little such research has been conducted in Asia. But that is gradually changing. A comparison of studies by CCL and others on organizational changes and how they can be leveraged to accelerate leadership development-conducted in the United States, India, and more recently, China-offers new insights into how the lessons leaders learn through organizational changes vary among the respective countries. It also reveals significant implications for practitioners striving to understand and analyze the relationship between organizational changes and leadership development.
Organizational changes-which may include hierarchical shifts, new projects, and variations in performance-are increasingly prevalent in India and China as a result of the dynamic economic developments in those two nations. After such organizational changes, leaders typically have a better understanding of themselves and of ways to manage change and deal with crises. Organizational changes tend to force leaders to move from inertia into a transitional state.
If they are able to adapt and learn, they are likely to succeed; if not, they may be derailed-held in place, demoted, or even fired.