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The complexity facing today’s organizations calls for a
rethinking of leadership. The world is facing grand challenges for
people and planet. Leaders and employees bear the responsibility of
formulating strategies grounded in strong values. These strategies
aim to foster the growth of sustainable organizations and promote
ethical work practices. This book gives voice to values-based
leadership and provides a method for leaders to develop a
values-based organizational culture. Values play a role on many
levels in how we work as individual leaders, in teams, in
organizations, and in how organizations approach societal
challenges. Values can be a compass or orientation point, giving
direction for decisions and actions. Awareness of values can make
organizational responsibilities clearer and give a sense of meaning
to work, and help leaders to create organizations where corporate,
moral, and social values are embedded at every level. This book
gives insight into a Scandinavian values-based leadership model
built on the institutional leadership tradition. It provides
processes and practices that leaders can use to develop
organizations where values are continuously nurtured. The book
provides practical ideas of how leaders can work on becoming
conscious of both the organization’s explicit and implicit
values, as well as working on the direction of the organization and
its broader organizational culture. This book will be an invaluable
resource for both practitioners and graduate students interested in
leadership and organizational development.
The complexity facing today’s organizations calls for a
rethinking of leadership. The world is facing grand challenges for
people and planet. Leaders and employees bear the responsibility of
formulating strategies grounded in strong values. These strategies
aim to foster the growth of sustainable organizations and promote
ethical work practices. This book gives voice to values-based
leadership and provides a method for leaders to develop a
values-based organizational culture. Values play a role on many
levels in how we work as individual leaders, in teams, in
organizations, and in how organizations approach societal
challenges. Values can be a compass or orientation point, giving
direction for decisions and actions. Awareness of values can make
organizational responsibilities clearer and give a sense of meaning
to work, and help leaders to create organizations where corporate,
moral, and social values are embedded at every level. This book
gives insight into a Scandinavian values-based leadership model
built on the institutional leadership tradition. It provides
processes and practices that leaders can use to develop
organizations where values are continuously nurtured. The book
provides practical ideas of how leaders can work on becoming
conscious of both the organization’s explicit and implicit
values, as well as working on the direction of the organization and
its broader organizational culture. This book will be an invaluable
resource for both practitioners and graduate students interested in
leadership and organizational development.
The issue of how strategizing takes place in complex contexts is
explored in this in-depth study of one complex firm operating in
complex environments. The research focuses on manager and staff
activities addressing strategic issues and how those activities
attempt to shape the future of the firm. Twenty subsystems have
been identified in the firm investigated. These subsystems form a
network of interdependent subsystems. The various subsystems in
organizations form an overall strategizing system. Nine integration
mechanisms are identified and described. The integration mechanisms
have been found to play a key role in translating and integrating
issues and subsystems and in integrating subsystems with
interdependencies. Such strategy processes tend to result in
incremental adjustments of the present organization. When
organizations are confronted with strategic issues for which it
does not have appurtenant subsystems, management faces a
fundamental strategic decision as to whether new subsystems should
be created. The presence of subsystems has significant consequences
for the speed with which the organization can handle issues.
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