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The Impact Of Current And Future Business Contexts On The OrganizationAnd Its Leaders

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Jorge Taborga is the Vice President of Manufacturing, Quality and IT at Omnicell, Inc. He has an extensive background in change leadership, product development, management consulting, process reengineering and information technology. His 29 year work experience includes companies like ROLM Systems, IBM, Quantum, Bay Networks, 3Com, and UTStarcom. Jorge also delivered organizational development and management consulting services to a number of companies in the San Francisco Bay Area and China. He is currently pursuing a Ph.D. in Organizational Systems at Saybrook University.

- Includes an example of a workplace to be included in an ergonomics assessment.

Leadership research paper help thesis - …

This research aimed at answering two questions: a) how leadership stage development correlates to the success of transformational change initiatives, and b) how the make-up of a change leadership team affects outcome in the absence of leadership stage development awareness. The case study at Medcab dealt with two transformational initiatives with different outcomes. Project 1 and 2 at Medcab shared key similarities including their importance to the company, proper funding and support from their executive team. As explored in the analysis sections of this document, the projects were dissimilar in their Map of Meaning and their leadership stages. These two lenses were used in the case study to address the questions posed by the research.

- A Leadership Development research paper previews a sample of an order placed for a Phd proposal.

Assuming that the research of Torbert and his associates is correct and that leadership stage development is a key determinant of the success of transformational change in an organization, then conscious assignment of leaders based on their developmental stages is paramount. This is most fundamental relative to transformational leaders but it also applies to the inclusion of the other stages of leadership development. According to Burke (2011), most change project teams are assembled based on roles, organizational politics and on who is available. To make matters worse, we are clueless on the leaders’ developmental stages and on the unintended consequences of their assignment. This research correlates the outcome of organizational transformation initiatives to the make-up of change leadership teams.

- Leadership Styles research papers delve into the six models of leadership styles.


High-Impact Leadership: Improve Care, Improve the …

Based on the attributes of the seven leadership stages from Torbert and his colleagues only leaders in the post-conventional action-logics understand and can navigate through transformational change. If this premise is correct, how do these leaders guide change where the frame of reference for all individuals in an organization must change for a successful transformation? Transformational change for an organization implies individual transformational change for its members, which further implies that the leaders must change first—in this case the post-conventional leaders whom are capable of this type of change. These implications point to two types of changes during a transformation: organizational and individual. Although organizational change theory addresses the change of individuals as an end state, most of this theory does not address it as part of the change itself (Henderson, 2002). This leaves a gap for organizations and leaders attempting large change through the limited scope of conventional change management practices.

Leadership Stage Development and Transformation

Torbert and his colleagues found that leaders can develop across action-logics. This is primarily true in the first conventional stages (Torbert & Associates, 2004). Common leadership development programs in organizations are geared to develop leaders with Expert action-logics into Achievers. Most organizations do not have awareness of what it takes to develop an Achiever into an Individualist (Rooke & Torbert, 2005). Consequently, most post-conventional leaders are formed through experiences external to the workplace and bring their higher action-logics to their organizations after they have already formed (Simcox, 2005). Figure 3 provides an integral model that captures the elements of Torbert’s leadership stage development framework. The internal dimension shows the reflective aspects of leadership both at individual and collective levels. The external dimension does the same with the objective world of a leader.

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In their research, Torbert and his colleagues found that post-conventional leaders are the ones capable of leading transformational change in organizations. These researchers did not find evidence of transformational capabilities in conventional leaders (Torbert & Associates, 2004). One of the key differences between conventional and post-conventional action-logics is single, double and triple loop awareness. Torbert & Associates (2004) state that conventional action-logic leaders have demonstrated single loop awareness only. With this type of awareness, only behaviors and operational facts can be assessed and modified. Double loop awareness is needed to reflect on goals, strategies and structures. In this context, structure refers to the action-logics themselves. Starting with the Individualist stage, Torbert and his colleagues observed double loop awareness relating it with the ability to transform an organization (Simcox, 2005). Triple loop awareness, which is associated mostly with the Alchemist level, brings reflection at the attention and intention levels along with vision.