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Book part
Publication date: 26 June 2007

Luc Verburgh and Nancy Lane

We follow Dr. Luc Verburgh through his first two years as CEO of Wellant College. He arrived there in the middle of a major strategic change and his mandate was to implement a…

Abstract

We follow Dr. Luc Verburgh through his first two years as CEO of Wellant College. He arrived there in the middle of a major strategic change and his mandate was to implement a change away from a traditional learning model to a new one. His first task was to define, with the executive team, the college's overall vision and strategy. Once that was accomplished, he turned his attention to the task of cascading both the vision and the strategy down throughout the organization and quickly implementing them. He achieved this by focusing on four areas: (1) making sure that the right people were on the team; (2) changing Wellant College's organizational structures and processes to promote communication and to manage performance; (3) communicating clearly and transparently throughout the entire process to all of the stakeholders about the changes taking place and the evolution of the strategy, seeking their views when appropriate; and (4) gradually changing from a top-down approach to one that had clearer guidelines and regulations, as well as allowing, even encouraging, more local ownership.

Details

Being There Even When You Are Not
Type: Book
ISBN: 978-6-6110-4908-9

Book part
Publication date: 26 June 2007

Robert Hooijberg, James G. (Jerry) Hunt, John Antonakis and Kimberley B. Boal

A key question with which many senior executives struggle concerns the development of future generations of leaders throughout their organizations. Because these senior leaders…

Abstract

A key question with which many senior executives struggle concerns the development of future generations of leaders throughout their organizations. Because these senior leaders realize that they cannot personally groom these next generations of leaders, they have started to explore what conditions will make the leaders of the future “emerge.” They face the challenge of creating conditions that simultaneously provide opportunities for people to demonstrate their leadership potential and that keep the current business running well. Day, in Chapter 2 of Part 1 of the book, proposed the social architecture most conducive to such leader development. His social architecture has three main pillars: low power distance, psychological safety, and a learning orientation. The two application chapters in this part of the book presented two ways of building such a social architecture for leader development.

Details

Being There Even When You Are Not
Type: Book
ISBN: 978-6-6110-4908-9

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Book part
Publication date: 26 June 2007

Abstract

Details

Being There Even When You Are Not
Type: Book
ISBN: 978-6-6110-4908-9

Book part
Publication date: 26 June 2007

John Antonakis (PhD, Walden University) is professor of Organizational Behavior at the Faculty of Management and Economics of the University of Lausanne, Switzerland. His research…

Abstract

John Antonakis (PhD, Walden University) is professor of Organizational Behavior at the Faculty of Management and Economics of the University of Lausanne, Switzerland. His research is centered on individual-difference antecedents of effective leadership, the measurement of leadership, and the links between context and leadership as applied to neocharismatic and transformational leadership models, and the development of leadership.

Details

Being There Even When You Are Not
Type: Book
ISBN: 978-6-6110-4908-9

Book part
Publication date: 26 June 2007

Robert Hooijberg, James G. (Jerry) Hunt, John Antonakis and Kimberly B. Boal

A key distinction, mentioned by Dubin (1979, p. 227), is “leadership at a distance.” When Dubin was writing, there was little research on this topic. More recently, however, there…

Abstract

A key distinction, mentioned by Dubin (1979, p. 227), is “leadership at a distance.” When Dubin was writing, there was little research on this topic. More recently, however, there has been an upsurge in leadership-at-a-distance work. We see a major review by Antonakis and Atwater (2002), following an earlier one by Napier and Ferris (1993), along with work by authors such as Shamir (1995) and Waldman and Yammarino (1999).

Details

Being There Even When You Are Not
Type: Book
ISBN: 978-6-6110-4908-9

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