Organizational Transformation
How to Achieve It, One Person at a Time
Published on 12. June 2018
Book
Hardback
216 pages
978-0-8047-9793-1 (ISBN)
Description
It is estimated that approximately seventy percent of organizations fail in their attempts to implement transformative change. This book will help lessen that rate. Using real-world examples, Bruce J. Avolio maps four states of change that any organization must go through: identifying and recognizing, initiating, emerging and impending, and institutionalizing new ways of operating. Each state is described in detail, as are the leadership qualities necessary to solidify and transition from one to the next. These "in-between moments" are an often-overlooked key to organizational transformation. So too is the fact that organizational change happens one individual at a time. For transformation to take root, each person must shift his or her sense of self at work and the role that he or she plays in the transforming organization.
Intended as a road map, rather than a "how-to" manual with fixed procedures, Organizational Transformation will help leaders to locate their organization's position on a continuum of progress and confidently navigate planned, whole-systems change, overcoming the challenges of growing from and adjusting to watershed moments.
Intended as a road map, rather than a "how-to" manual with fixed procedures, Organizational Transformation will help leaders to locate their organization's position on a continuum of progress and confidently navigate planned, whole-systems change, overcoming the challenges of growing from and adjusting to watershed moments.
Reviews / Votes
"It is said the only certainties in life are death and taxes. In 21st century business, the only certainty is change. The ability to effectively guide companies through a transformation is critical to keeping organizations competitive. Steeped in deep research, Organizational Transformation provides leaders and human resource professionals with invaluable insights they will find easy to digest and apply for impactful change."-Dave Gartenberg, CHRO, Avanade Inc. "In this powerful book, Bruce Avolio demonstrates why he is the top big thinker amongst leadership scholars. He knows through research and advising successful companies that leading change in dynamic organizations is a human endeavor, which happens one individual at a time. He provides critical insights to leaders to effectively navigate the transformation of individuals and scaling up organizations."-Sean T. Hannah, Wake Forest University "This book powerfully and uniquely abandons the formulaic "how-to list," instead placing control where it should be: in the hands of the organizational leader. It brilliantly presents a progressive guide for leaders to position their organization and envision a path toward transformational change."-Thomas A. Kolditz, Rice University "Avolio demonstrates his mastery of and uncommon ability to integrate a wide set of psychological, leadership, and organizational research streams to create a detailed and theoretically sound model of individual-within-organization transformation."-Sean T. Hannah, Personnel PsychologyMore details
Edition
New edition
Language
English
Place of publication
Palo Alto
United States
Publishing group
Stanford University Press
Target group
Professional and scholarly
Edition type
New edition
Product notice
Cloth
Illustrations
10 figures
Dimensions
Height: 236 mm
Width: 156 mm
Thickness: 25 mm
Weight
497 gr
ISBN-13
978-0-8047-9793-1 (9780804797931)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
E-Book
06/2018
Stanford Business Books,US
€84.99
Available for download
Person
Bruce J. Avolio is Professor and Executive Director of the Center for Leadership and Strategic Thinking at the University of Washington's Foster School of Business. He has published more than 150 articles and 11 books.
Content
1. Building the Narrative
2. First Principle: Changing the Self-Concept
3. The Four-State Model
4. The Identifying State:The Signal for Change
5. The Initiating State: Beginning the Launch
6. The Impending State: Breaking Better
7. The Institutionalizing State: Defining "My Organization"
8. A Tale of Two Transformations
9. Becoming the Change and Sustaining It
10. Developing as a Transformative Leader
2. First Principle: Changing the Self-Concept
3. The Four-State Model
4. The Identifying State:The Signal for Change
5. The Initiating State: Beginning the Launch
6. The Impending State: Breaking Better
7. The Institutionalizing State: Defining "My Organization"
8. A Tale of Two Transformations
9. Becoming the Change and Sustaining It
10. Developing as a Transformative Leader