Overview

A leader’s role in the management of change is a critical issue for successful outcomes of strategic initiatives. Globalization and economic instability have prompted an increase in organizational changes related to downsizing and restructuring in order to improve financial performance and organizational competitiveness. Researchers agree that a leader’s inability to fully understand what is needed in order to guide their organization through successful change can be a reason for failure. Proper planning and management of change can reduce the likelihood of failure, promote change effectiveness, and increase employee engagement. Yet, change in organizations must be viewed as a continuous activity that affects both organizational and individual outcomes. If change management can be considered as an event induced by socio-cultural factors, the cultural variable gains greater significance when applied to the quality of the relationship between a leader and their team. Many organizations today are on the verge of internationalization. It is here that the cultural context can affect behaviors and, in the same way, leadership style. The research presented in this book by an eminent group of scholars explores the influence of culture – ethnic, regional, religious – on how leaders manage change within organizations.

Full Product Details

Author:   Daphne Halkias ,  Joseph C. Santora ,  Nicholas Harkiolakis ,  Paul W. Thurman (Colombia University, NY, USA)
Publisher:   Taylor & Francis Ltd
Imprint:   Routledge
Weight:   0.453kg
ISBN:  

9780367595364

ISBN 10:   0367595362
Pages:   140
Publication Date:   30 June 2020
Audience:   College/higher education ,  General/trade ,  Tertiary & Higher Education ,  General
Format:   Paperback
Publisher's Status:   Active
Availability:   In Print  
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Table of Contents

List of contributors Chapter 1 Change leadership in a cross-cultural context: aA case study of Italy and Australia Mary Barrett Chapter 2 Leading organizational change in a Brazilian multinational: crisis and restructuring in Globo organizations Emmanouela Mandalaki, Gazi Islam, Filipe Sobral Chapter 3 A leader with open mind and heart: a case study on leadership and change management from Colombia Melquicedec Lozano, Kathy Overbeke Chapter 4 The role of change management in Cyprus organizations Marcos Komodromos Chapter 5 Young, Estonian and female: a leader of the new generation Mari Kooskora, Marta Piigli Chapter 6 Leadership and change management: Regards Croisés from small and large companies in France Marina Niforos in collaboration with Ariane Cherel Chapter 7 It is not a way of making money; it is a way of life: the Apivita Case Maria Vakola, Dimitris Bourantas, Marina Karli Chapter 8 Leadership and change management: an Indian perspective Shefali Nandan Chapter 9 Leading an expatriate workforce Simon Jones Chapter 10 Leadership and change management: case study of a manufacturing firm in Lebanon Janine Saba Zakka, Renee Sabbagh Ghattas Chapter 11 Te toka tū moana: Māori leadership in Aotearoa New Zealand Franco Vaccarino, Steve Elers Chapter 12 Living the Shell core values Andrea Santiago Chapter 13 Leadership and change management: a cross-cultural perspective from Russia Natalia Vinokurova, Vyacheslav Boltrukevich, Alexander Naumov Chapter 14 Aye Bin? Leading a changing ‘traditional’ Scottish family business Claire Seaman Chapter 15 Transformative leadership: a Swedish case Cecilia Bjursell Chapter 16 The impact of early multicultural experience on later creative leadership: a case study of the influence of Barack Obama’s early years Grant Jewell Rich Chapter 17 Special Topic: leadership and change management in military training programs Joseph E. Hamlett Index

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Daphne Halkias, Joseph C. Santora, Nicholas Harkiolakis, Paul W. Thurman

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