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Application of action learning principles in other developmental processes.
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 191-201
Action learning from the future.
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 273-283
The power of action learning to develop leaders and learning organizations.
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 83-101
The interdisciplinary foundations for action learning.
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 51-81
Fundamentals of action learning and how it works.
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 21-49
Leadership and organizational change in the 21st century.
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 3-20
Best practices in planning and implementing action learning programs.
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 241-271
Embedding action learning in the organization.
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 155-170
Integrating action learning within larger developmental programs.
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 171-189
Developing and changing organizations through action learning.
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 131-154
Asking questions to promote reflection and learning throughout the action learning team's life cycle.
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 103-128
The evidence for the effectiveness of action learning.
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 205-240
Participation and organizational commitment during change: from utopist to realist perspectives
In: The Wiley-Blackwell Handbook of the Psychology of Leadership, Change and Organizational Development
A review of the research literature on participation and organizational commitment during change is conducted. It is argued that the research field as a whole is moving from a rather utopian to a more realistic stance.
Action learning for developing leaders and organizations: principles, strategies, and cases
Part I: Foundations of action learning -- Leadership and organizational change in the 21st century -- Fundamentals of action learning and how it works -- The interdisciplinary foundation for action learning -- The power of action learning to develop leaders and learning organizations -- Asking questions to promote reflection and learning throughout -- The action learning team's lifecycle -- Part II: Implementing action learning -- Developing and changing organizations through action learning -- Embedding action learning in the organization -- Integrating action learning within larger developmental programs -- Application of action learning principles in other development processes -- Part III: Best practices from the present to the future -- The evidence for the effectiveness of action learning -- Best practices in planning and implementing action learning programs -- Action learning from the future