Abstract
Leaders shine when an organization is navigating turbulent waters. In such times of uncertainty and adversity, companies rely on individuals who can step up, take charge, chart a clear course, allocate teams and resources wisely, and ensure that the chosen path leads to success. It is essential for executives to continually refine their leadership skills and embrace their leadership mindset wholeheartedly. This will enable them to work with their teams to navigate significant challenges and foster resilience and progress within the organization. Successful in Turbulent Times: Leadership, Change Management, and Ambidexterity empowers leaders and organizations with practical insights and academic expertise to navigate today's challenging business environment. Leadership blends craft and art, requiring knowledge of concepts and tools, highly advanced leadership skills, and their artful application to create a competitive edge. With contributions by Christian Garaus | Martin Gersch | Johanna Gruenauer | Stefan Güldenberg | Christine Güttel | Wolfgang H. Güttel | Rupert Hasenzagl | Arne Keller | Astrid Kleinhanns-Rollé | Stephan Klinger | Stefan Konlechner | Renate Kratochvil | Gerhard Leitner | Judith Lengyel-Wiesinger | Karin Link | Barbara Müller-Christensen | Gordon Müller-Seitz | Irina Mussner | Otmar Pichler | Birgit Renzl | Ann-Christine Schulz | René Voglmayr | Alfred Wurmbrand
Schlagworte
ambidexterity Ambidextrie change management Change Management competitive advantage Erfolg leadership Führung Führungskompetenz leadership competency Leadership resilience Resilienz success Unsicherheit uncertainty Wettbewerbsvorteil Widerstandsfähigkeit- 29–32 Introduction 29–32
- 400–405 Conclusion 400–405
6 Treffer gefunden
- „... , while assembling a sales team, the question of customer visit frequency might arise. Some team members ...” „... might perceive that two or three client visits per week is sufficient, whereas others endorse at least ...” „... might vary widely.III. Change Management242Are two to three visits per week or day sufficient? The ...”
- „... significantly as they face paradoxes that they might otherwise be able to resolve in terms of time or ...” „... great uncertainty, and paradoxes (Smith & Lewis 2011) that might normally be resolved over time or ...” „... structured way about how disruptive crises might unfold and what courses of Table 9:II. Leadership172action ...”
- „... meeting structures), or fundamentally elevating the level of learning. The latter might encompass ...” „... obstacles might hinder the implementation process? Within what timeframe should each action be implemented ...”
- „... challenges in a functional way, the following approach might be useful:1. Analysis of the situation: How can ...”
- „... or customer expectations, it might still be constrained by the same internal systems and ...”
- „... failing). “Why change things if they have always worked well?”, employees might ask. The “not invented ...”