In this chapter, we assume the following: (1) the root cause of most organizational problems is culture and leadership, (2) executives seldom want to deal with these root causes, (3) because life is uncertain, organizational change is an emergent process, (4) most change processes unfold by reconstructing social reality, (5) the change process is inherently relational, (6) effective change efforts are enhanced by increasing the virtue of the actors, (7) change is embedded in the learning that flows from high-quality relationships, and (8) change agents may have to transcend conventional, economic exchange norms in order to demonstrate integrity and to build trust and openness. Drawing on the field of positive organizational scholarship, we focus on the change agent. We review the literature on self-change and offer several paths for becoming a positive leader.
Quinn, R.E. and Cameron, K.S. (2019), "Positive Organizational Scholarship and Agents of Change", Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 27), Emerald Publishing Limited, pp. 31-57. https://doi.org/10.1108/S0897-301620190000027004Download as .RIS
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