Innovation and Change in OrganizationsThis book offers a concise, practical guide for managers on the most important areas of creativity, innovation and the impact of organizational change. |
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Page 77
... Leadership A democratic and participative leadership style is commonly recom- mended as encouraging group innovation , reflecting similar prescrip- tions made for organizational leadership . The rationale is straightforward ; it is ...
... Leadership A democratic and participative leadership style is commonly recom- mended as encouraging group innovation , reflecting similar prescrip- tions made for organizational leadership . The rationale is straightforward ; it is ...
Page 96
... leadership changed emphasis , from asking what innovative leaders are like to asking what they do ; in other words , to examining their leadership style . By the early 1980s a considerable degree of consensus had emerged about the style ...
... leadership changed emphasis , from asking what innovative leaders are like to asking what they do ; in other words , to examining their leadership style . By the early 1980s a considerable degree of consensus had emerged about the style ...
Page 97
... style for innovative leadership in all circumstances has mounted since the end of the 1980s . Some more recent writers have argued for a contingency approach ( e.g Dunphy and Stace , 1988 ) where the leadership style appropriate for ...
... style for innovative leadership in all circumstances has mounted since the end of the 1980s . Some more recent writers have argued for a contingency approach ( e.g Dunphy and Stace , 1988 ) where the leadership style appropriate for ...
Contents
Introduction | 1 |
Enhancing creativity at work | 23 |
Psychological approaches to creativity | 58 |
Copyright | |
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ability Anderson applied approach argued attitudes behaviour brainstorming Burns and Stalker change agent change process chapter characteristics climate and culture consultant convergent thinking creative achievement creative performance creative process creative products creative thinking creativity training decision described discussion divergent thinking effective environment evaluation facilitate factors force field analysis group innovation Group polarization groupthink highly ideas identify illusion illusion of control impact implementation improve individual influence innovation and change innovation process interaction intrinsic motivation involved judgements leadership style levels of analysis literature major management team managerial measures motivation norms organic structure organizational change organizational innovation overcome resistance participation personality perspective potential predict problem solving programme psychology relationships resistance to change response Robert Chadwick role selection and assessment senior management skills social identity theory social psychological staff stages strategies studies synectics task Team Climate Team members techniques tests tion traits work-to-rule Zaltman