Inhoudsopgave:
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This book demonstrates Dialogical Leadership which is the workplace application of the Dialogical Self Theory, first developed by Dutch psychologist Hubert Hermans in the 1990s. It encourages scientists and science-practitioners interested in leadership issues to discuss the power of dialogue in solving workplace culture problems. Van Loonâs work extends the concept of Dialogical Self Theory to the leadership of organizations, drawing on social constructionism by the American psychologist Ken Gergen and the leadership framework of British academic Keith Grint. This book explicitly links the health of organizations to the psychological and emotional health of those who lead them, concluding with the factors of teamwork and motivation. Dialogical Leadership jettisons the idea that organizations are run by âsuperheroesâ, presenting a more realistic picture of the workplace. This is the first book to isolate âgenerative dialogueâ as the key mechanism for successful change and transformation programs in organizations. It rejects the idea that successful organizations are ârational systemsâ conforming to scripts laid down by leaders, and it places dialogue and co-creation â âreciprocal exchangeâ â at the heart of successful change programs. It starts from the kinds of questions leaders ask themselves â their âinterior dialogueâ â and the quality of their interactions with others â their external dialogues â which can as shown in this book, be the difference between success and failure. |
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