Cultivating Future-Proof Leaders and Organizational Cultures
- 220 Downloads
THE SENSE OF PERSONAL EMPOWERMENT and measurable performance improvement that comes along with successfully navigating your own hidden curriculum of work can help you thrive. If you want your team and the greater organization to gain the related motivation and capacity, then you must also look at the navigation tools of Beyond the Job Description as a leadership and culture change endeavor, not just as a set of tools for personal and professional development.
Unable to display preview. Download preview PDF.
- 1.This chapter contains several definitions of leadership and organizational culture that I first wrote about in Re-Making Communication at Work. The excerpts do not provide the full definition as it relates to the communication perspective; however they are included here to emphasize a more dynamic view of the role leaders play in making culture as the lead architects of patterns of interaction. See Jesse Sostrin, Re-Making Communication at Work (New York: Palgrave Macmillan, 2013).CrossRefGoogle Scholar
- 2.Terrence Deal and Allan Kennedy, Corporate Cultures: The Rites and Rituals of Corporate Life (Harmondsworth: Penguin Books, 1982).Google Scholar
- 3.Fredric Jablin, “Organizational Entry, Assimilation, and Exit” in Handbook of Organizational Communication. ed. Fredric Jablin, Linda Putnam, K. Roberts, and L.W. Porter (Newbury Park, CA: Sage Publications, 1987), 679–740.Google Scholar
- 4.Amitai Etzioni, Modern Organizations (Englewood Cliffs, NJ: Prentice-Hall, 1964), 1.Google Scholar
- 5.Daniel Katz and Robert Kahn, The Social Psychology of Organizations. 2nd ed. (New York: John Wiley & Sons, 1978), 428.Google Scholar
- 7.Chris Argyris, Knowledge for Action (San Francisco, CA: Jossey-Bass, 1993): 243.Google Scholar
- 9.Chris Argyris, Knowledge for Action (San Francisco, CA: Jossey-Bass, 1993), 243.Google Scholar