Leadership & Organization Development Journal: Volume 20 Issue 2

Consulting to a “hurt” or “upset” organisation

Mick Beeby, Mike Broussine, Louise Grisoni, Jane James, Anna‐Marie Shutte

This paper explores the emotional experience of working with an organisation which was “hurt” or “upset” by a major reorganisation. It is argued that the emotional aspects of…

Creating change from below: early lessons for agents of change

Martin Clarke, Mike Meldrum

With existing approaches to change management failing to deliver results, different ideas are needed. New organisational forms require a greater focus on change that emerges from…

Introducing teamworking within a bureaucratic maze

Marie McHugh, Hadyn Bennett

In an attempt to address the turbulence which characterises their operating environment, many public sector organisations have been seduced by the concept of teamworking. Often…

Systemic leadership via core value deployment

Rick L. Edgeman, Franz Scherer

Systemic leadership deploys leadership responsibilities and privileges across an organisation’s human resource. Business and performance excellence models limit leadership to…

Eastern and Western values: compatibility or competition?

Bruce Lloyd, Charles Hampton-Turner