Appreciative Intelligence® in leadership culture transformation: a case study

Hanna Lehtimäki, Johanna Kujala and Tojo Thatchenkery

International Journal of Human Resources Development and Management, 2013, vol. 13, issue 4, 244-258

Abstract: An internationally operating tyre manufacturer faced a challenge of a critically negative atmosphere caused by an abrupt insecurity in the market and recent layoffs. The Human Resources and Development Department called in a local university research team, and an organisation development (OD) intervention based on Appreciative Intelligence® and appreciative inquiry was set up to foster leadership culture that would support the international growth of the company. In the process, middle management was interviewed and the top management was engaged in discussing the current and future leadership culture. Middle management defined core values upon which various steps were to be taken to put the goals of future leadership culture in practice. The study shows how a difficult situation can be transferred into an appreciative positive future oriented action.

Keywords: social constructionism; appreciative inquiry; appreciative intelligence; case study; management training; human resource management; HRM; leadership culture; transformation; tyre manufacturing; core values. (search for similar items in EconPapers)
Date: 2013
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