Successful in Turbulent Times

Prof. Dr. Wolfgang H. Güttel

doi:10.5771/9783957104328

Summary

Leaders shine when an organization is navigating turbulent waters. In such times of uncertainty and adversity, companies rely on individuals who can step up, take charge, chart a clear course, allocate teams and resources wisely, and ensure that the chosen path leads to success. It is essential for executives to continually refine their leadership skills and embrace their leadership mindset wholeheartedly. This will enable them to work with their teams to navigate significant challenges and foster resilience and progress within the organization. Successful in Turbulent Times: Leadership, Change Management, and Ambidexterity empowers leaders and organizations with practical insights and academic expertise to navigate today's challenging business environment. Leadership blends craft and art, requiring knowledge of concepts and tools, highly advanced leadership skills, and their artful application to create a competitive edge. With contributions byChristian Garaus | Martin Gersch | Johanna Gruenauer | Stefan Güldenberg | Christine Güttel | Wolfgang H. Güttel | Rupert Hasenzagl | Arne Keller | Astrid Kleinhanns-Rollé | Stephan Klinger | Stefan Konlechner | Renate Kratochvil | Gerhard Leitner | Judith Lengyel-Wiesinger | Karin Link | Barbara Müller-Christensen | Gordon Müller-Seitz | Irina Mussner | Otmar Pichler | Birgit Renzl | Ann-Christine Schulz | René Voglmayr | Alfred Wurmbrand

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Bibliographic data

Publication year: 2023
Publication date: 17.11.2023
ISBN-Print: 978-3-98542-057-5
ISBN-Online: 978-3-95710-432-8
Publisher: Nomos, Baden-Baden
Language: English
Pages: 405
Product type: Edited Book

Titelei/Inhaltsverzeichnis No access Pages 1 - 28
Introduction No access Pages 29 - 32
1. 1. 1. 1.1.1 Organizational capabilities No access
    2. 1.1.2 Team-specific capacities No access
    3. 1.1.3 Individual skills No access
    4. 1.1.4 Core rules No access
  2. 1. 1.2.1 Incremental development No access
    2. 1.2.2 Radical renewal No access
    3. 1.2.3 Ambidexterity No access
  3. 1. 1.3.1 Defining leadership role – leading yourself No access
    2. 1.3.2 Governing team processes – leading your team No access
    3. 1.3.3 Designing organization – leading the organization No access
  4. 1.4 Conclusion No access
  5. 1.5 Management recommendations No access
1. 1. 2.1.1 Strategic leadership and performance No access
  2. 1. Execution – issue value chain for achieving results No access
    2. Engagement – people value chain for involving employees No access
    3. Enhancement – development value chain for facilitating development No access
    4. Driving change on different levels No access
  3. 2.1.3 Leadership value chains and exploitative & exploratory environmental demands No access
  4. 2.1.4 Conclusion No access
  5. 2.1.5 Management recommendations No access
2. 1. 2.2.1 Strategic leadership No access
  2. 2.2.2 Leadership levels: Operational activities and visionary development No access
  3. 2.2.3 Leadership tasks: Daily business and shaping the future No access
  4. 2.2.4 Leadership style: Alignment and learning No access
  5. 2.2.5 Leadership roles: People, information and decisions No access
  6. 2.2.6 Leadership skills: Tasks, management, strategies and people No access
  7. 2.2.7 Leadership identity: Technical expert in a leadership position, manager, or leader? No access
  8. 2.2.8 Leadership landscape: Skills, identity, levels, style, tasks and roles No access
  9. 2.2.9 Conclusion No access
  10. 2.2.10 Management recommendations No access
3. 1. 2.3.1 Leadership makes the difference No access
  2. 2.3.2 Leadership efficacy, identity and roles No access
  3. 2.3.3 Leadership skills No access
  4. 2.3.4 Designing motivational frameworks No access
  5. 2.3.5 Situational leadership: Alignment and adaptability No access
  6. 2.3.6 Communication and issue selling No access
  7. 2.3.7 Setting strategic priorities No access
  8. 2.3.8 Conclusion No access
  9. 2.3.9 Management recommendations No access
4. 1. 2.4.1 Causes of difficult leadership situations No access
  2. 2.4.2 Solution strategies for difficult leadership situations No access
  3. 2.4.3 Conclusion No access
  4. 2.4.4 Management recommendations No access
5. 1. 2.5.1 Paradoxes in the crisis No access
  2. 2.5.2 Skills for dealing with crisis No access
  3. 1. Firefighting: Crisis management by the leaders No access
    2. Collective firefighting: Crisis management in teams No access
    3. Firefighting design: Organizational crisis management No access
  4. 2.5.4 Conclusion No access
  5. 2.5.5 Management recommendations No access
1. 1. 3.1.1 Stability of change No access
  2. 3.1.2 Motivation and change dynamics No access
  3. 3.1.3 Sensemaking & sensegiving: the sense of change No access
  4. 3.1.4 Sensegiving to stimulate the self-organizing in change No access
  5. 3.1.5 Leadership in change No access
  6. 1. Phase 1: Sensebreaking – breaking established patterns No access
    2. Phase 2: Visionary sensegiving – giving direction to change dynamics No access
    3. Phase 3: Stabilizing sensegiving – reinforcement & stabilization No access
  7. 3.1.7 Conclusion No access
  8. 1. Phase 1 – sensebreaking: No access
    2. Phase 2 – visionary sensegiving: No access
    3. Phase 3 – stabilizing sensegiving: No access
2. 1. 3.2.1 Theoretical and conceptual development of consulting No access
  2. 3.2.2 Expert Consulting No access
  3. 3.2.3 Organizational Development No access
  4. 3.2.4 Systemic consulting No access
  5. 3.2.5 Conclusion No access
  6. 3.2.6 Management recommendations No access
3. 1. 3.3.1 Organizational path dependency, path breaking, and path creation No access
  2. 3.3.2 Prerequisites: Fischer Sports as a breeding ground No access
  3. 3.3.3 The emergence of a new path: FACC No access
  4. 3.3.4 Separation of Fischer Sports’ & FACC’s paths No access
  5. 3.3.5 The process of organizational evolution No access
  6. 3.3.5 Conclusion No access
  7. 3.3.6 Management recommendations No access
4. 1. 3.4.1 Aspiration levels No access
  2. 3.4.2 Aspirations, rules of thumb & satisfaction No access
  3. 1. Formal rules No access
    2. Social norms No access
    3. Societal conventions No access
  4. 3.4.4 Changing the aspiration level No access
  5. 3.4.5 Conclusion No access
  6. 3.4.6 Management recommendations No access
5. 1. 3.5.1 Simplicity: Reducing complexity as a learning strategy No access
  2. 3.5.2 Simple Rules: Theory, concept, and method No access
  3. 3.5.3 Management by the simple rules method No access
  4. 3.5.4 Simple rules during the coronavirus pandemic No access
  5. 3.5.5 Conclusion No access
  6. 3.5.6 Management recommendations No access
1. 1. 4.1.1 Exploration and exploitation as drivers of innovation and efficiency No access
  2. 4.1.2 Theoretical underpinnings of the exploration/exploitation debate No access
  3. 4.1.3 The fragility of the exploration/exploitation balance No access
  4. 1. Structural aspects No access
    2. Cultural aspects No access
    3. Cognitive aspects No access
  5. 1. Differentiation No access
    2. Integration No access
  6. 4.1.6 Conclusion No access
  7. 4.1.7 Management recommendations No access
2. 1. 4.2.1 Exploitation and exploration as distinct learning modes No access
  2. 4.2.2 Ambidexterity as the balance of heterogeneous learning modes No access
  3. 4.2.3 Structural ambidexterity No access
  4. 4.2.4 Contextual ambidexterity No access
  5. 4.2.5 A process-oriented perspective on ambidexterity No access
  6. 4.2.6 Conclusion No access
  7. 4.2.7 Management recommendations No access
3. 1. 4.3.1 Companies in flux No access
  2. 4.3.2 HRM: Shaping development in and of organizations No access
  3. 1. HRM systems with different requirements for innovation & flexibility No access
    2. The design of HR architectures No access
  4. 4.3.4 Conclusion No access
  5. 4.3.5 Management recommendations No access
4. 1. 4.4.1 “Technology is not the problem!” No access
  2. 4.4.2 Digital transformation No access
  3. 1. Causes for trapping towards path dependence No access
    2. Strategies for escaping path dependence No access
  4. 4.4.4 Conclusion No access
  5. 4.4.5 Management recommendations No access
5. 1. 4.5.1 The myth of stability? Dynamics as a pattern of order No access
  2. 4.5.2 Austrian School of Economics No access
  3. 4.5.3 Austrian School of Management No access
  4. 4.5.4 Sensing: Opportunity recognition No access
  5. 4.5.5 Transmitting: Effective knowledge processes No access
  6. 4.5.6 Transforming: Adaptive leadership No access
  7. 4.5.7 Evolutionizing: Situational rule system density No access
  8. 4.5.8 Creating: Creative destruction No access
  9. 4.5.9 Conclusion No access
  10. 4.5.10 Management recommendations No access
1. 1. 5.1 Leadership development works No access
  2. 5.2 Leadership development: Skills, identity and force fields of leadership No access
  3. 5.3 Scientific leadership development: Methods and approaches No access
  4. 5.4 Scientific leadership development: Learning process No access
  5. 5.5 Conclusion No access
  6. 5.6 Management recommendations No access
Conclusion No access Pages 400 - 405