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Full Description
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.
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
