The Wiley-Blackwell handbook of the psychology of leadership, change, and organizational development
In: Wiley-Blackwell handbooks in organizational psychology
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In: Wiley-Blackwell handbooks in organizational psychology
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 191-201
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 273-283
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 83-101
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 51-81
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 21-49
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 3-20
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 241-271
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 155-170
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 171-189
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 131-154
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 103-128
In: Action learning for developing leaders and organizations: Principles, strategies, and cases., S. 205-240
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.
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