 Accelerating Change: The Leadership Engagement ProcessDidier Marlier () and Chris Parker () Chapter Chapter 5 in Engaging Leadership, 2009, pp 87-120 from Palgrave Macmillan Abstract: Abstract Leadership: If leaders are not fully committed, ready to open up their defenses and take personal risks, willing to reduce the distance between them and their troops, prepared to build intimacy, able to show vulnerability and admit temporary incompetence, an engagement process is illusory. You cannot separate strategy from leadership; they have to be intimately connected in the individual leader. Engagement: We like to talk about the “intellectually compelling”—that is, what is rationally convincing—and about the “emotionally engaging”: what will rouse people from indifference and put energy into their intentions. Process: Engagement can’t be built on mere responses to events; it has to be built into a longer-term and purposeful agenda. It is worth putting energy into the leadership engagement process and skill set. It is an effective way to successfully implement sustainable change. It helps remove the barriers to change and engages people in the new strategic, organizational, or cultural direction. It works through the three agendas discussed in Chapter 1. Keywords: Leadership Team; Engagement Process; Charismatic Leader; Common Enemy; Hostage Taker (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-23357-7_5 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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