Building Teal Organizations with Servant Leadership?

Jack, Róbert

doi:10.1007/978-3-319-75644-8_11

Cited by 6 publications

(12 citation statements)

References 23 publications

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“…Being a leader in a teal organisation does not mean taking a supervisory role towards employees, but giving them freedom to set goals, make decisions and perform tasks. There should be a partnership between employees, rather than a paternalistic relationship (Jack, 2018). This means that we can define a 'turquoise leader', depending on the goal pursued by the team, as a coach or mentor, for instance.…”

Section: Turkusowa Koncepcja Zarządzania a Organizacje Oparte Na Wiedzymentioning

confidence: 99%

“…Bycie przywódcą w turkusowej organizacji nie oznacza przyjęcia roli nadzorczej wobec pracowników, ale na dawaniu im swobody w wyznaczaniu celów, podejmowaniu decyzji i wykonywaniu zadań. Pomiędzy pracownikami powinna zachodzić relacja partnerska, a nie paternalistyczna (Jack, 2018). Oznacza to, że "turkusowego przywódcę" możemy zdefiniować, w zależności od realizowanego przez zespół celu, np.…”

Section: Turkusowa Koncepcja Zarządzania a Organizacje Oparte Na Wiedzyunclassified

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Turquoise Management Model in Knowledge-Based Organisations

Fałda

Małkowska²

2023

Economic and Regional Studies / Studia Ekonomiczne I Regionalne

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Subject and purpose of the work The commercial success of an organisation is based on its unique characteristics which make it stand out from its competitors. It can be the result of as many factors as there are many types of organisations and the goals they pursue. However, there are some invariants among them, which include leadership and management style associated with it. The purpose of this article is to demonstrate the possible ways of implementing the idea of a turquoise management model in organisations with strong knowledge-based leadership. Materials and methods The subject of the study were medical entities of the SMEs group. A faceto- face and telephone interview with a person holding a leadership role in the treatment unit was chosen as the research method. Results and conclusions An attempt was made to verify the thesis of the possible synergies between turquoise ideas and strong leadership. The paper demonstrates a natural evolution of the leadership model which has resulted from the generation Y and Z entering the labor market, which is characterised by features converging with the turquoise idea of management.

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Section: Turkusowa Koncepcja Zarządzania a Organizacje Oparte Na Wiedzymentioning

confidence: 99%

Section: Turkusowa Koncepcja Zarządzania a Organizacje Oparte Na Wiedzyunclassified

Turquoise Management Model in Knowledge-Based Organisations

Fałda

Małkowska²

2023

Economic and Regional Studies / Studia Ekonomiczne I Regionalne

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“…(Total : 79 occurrences) D 'Iribarne, 2017 ;Jack, 2018 ;Laloux, 2015 ;Landivar et Trouvé, 2017 ;Marmorat et Nivet, 2017 ;Verona et Ravasi, 2003 Décentralisation horizontale (5) Gilbert et al, 2017a ;Ramboarison-Lalao et Gannouni, 2018 ;Robertson, 2006 ;Voegele, 1993 Equipes autonomes autoorganisées (6) Autissier et al, 2016 ;Bernstein et al, 2016 ;DeFillippi et Lehrer, 2011 ;Gilbert et al, 2014 ;Lam, 2005 ;Lefebvre et Shiba, 2005 Ajustement mutuel (4) Circulation de l'information, des connaissances (6) DeFillippi et Lehrer, 2011 ;Foss, 2003 ;Ramboarison-Lalao et Gannouni, 2018 ;Ravasi et Verona, 2001 ;Robertson, 2006 ;Voegele, 1993 Absence de postes précis, rôles pluriels et changeants (7) Bernstein et al, 2016 ;Dalmas et Lima, 2017 ;DeFillippi et Lehrer, 2011 ;Foss, 2003 ;Lam, 2005 ;Lee et Edmondson, 2017 ;Robertson, 2006 Centralité de la liberté (9) Arnaud et al, 2016 ;Autissier et al, 2016 ;Brière, 2017 ;Fox et Pichault, 2017 ;Getz, 2016aGetz, , 2016bGilbert et al, 2017a ;Holtz, 2017 ;Rousseau et Ruffier, 2017 Philosophie humaniste...…”

Section: Attributs Relatifs Aux Configurations Organisationnellesunclassified

“…Si dans les EL, l'équipe dirigeante a tendance à intégrer les employés dans la formulation de la stratégie (Gilbert et al, 2017a), le dirigeant, souvent charismatique, reste central (Gilbert et al, 2018). En tant que « gardien » de l'EL (Carney et Getz, 2009 ;Chabanet et al, 2017) Autissier et al, 2016 ;Brière, 2017 ;Carney et Getz, 2009 ;Casalegno, 2017 ;Chabanet et al, 2017 ;D'Iribarne, 2017 ;Fallery, 2016 ;Getz, 2011Getz, , 2012Getz, , 2016aGetz, , 2016bGetz et Marbacher, 2017 ;Gilbert et al, 2017aGilbert et al, , 2017bGilbert et al, , 2018Holtz, 2017 ;Jack, 2018 ;Landivar et Trouvé, 2017 Dalmas et Lima, 2017 ;Foss, 2003 ;Getz et Marbacher, 2017 ;Lee et Edmondson, 2017 ;Hamel et Breen, 2007 ;Jacquinot et Pellissier-Tanon, 2015 ;Landivar et Trouvé, 2017 ;Picard, 2015 ;Picard et Islam, 2019 ;Ramboarison-Lalao et Gannouni, 2018 ;Verona et Ravasi, 2003 Au-delà de l'utilité théorique de l'EL, notre classification de la littérature sur l'EL permet de dégager trois perspectives de recherche 6 bien distinctes qui montrent sa contribution à la formation d'un champ de recherche au croisement du management stratégique et de la théorie des organisations, ce qui correspond au huitième critère…”

Section: Attributs Relatifs Aux Pratiques Organisationnellesunclassified

“…Autissier et al, 2016 ;Brière, 2017 ;Carney et Getz, 2009 ;Casalegno, 2017 ;Chabanet et al, 2017 ; D'Iribarne, 2017 ;Getz, 2011Getz, , 2012Getz, , 2016aGetz, , 2016bGetz et Marbacher, 2017 ;Gilbert et al, 2017aGilbert et al, , 2017bGilbert et al, , 2018Holtz, 2017 ;Jack, 2018 ;Landivar et Trouvé, 2017 ;Lee et Edmondson, 2017 ;Picard, 2015 ;Picard et Lanuza, 2016 ;Voegele 1993 …”

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L’entreprise libérée, un vrai concept ou une simple étiquette ?

2020

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En mobilisant une revue systématique de la littérature sur l’entreprise libérée, l’objectif est de comprendre dans quelle mesure elle peut être associée à un vrai concept, source de connaissances nouvelles. Trois résultats clés émergent : l’entreprise libérée peut être considérée comme un vrai concept et non comme une simple étiquette. En empruntant à plusieurs concepts antérieurs, sans pouvoir être limitée à aucun d’entre eux, l’entreprise libérée est formée par une recombinaison d’attributs qui lui confère une forme de nouveauté radicale, tant conceptuelle que contextuelle. Et enfin, cette analyse met en évidence l’utilité du concept par l’identification de thématiques clés et de perspectives de recherche prometteuses.

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In the jungle, the mighty jungle, the zebras are teal tonight: investigating the organizational forms of Generation Z-driven Italian start-ups

de Gennaro,

Mormile,

Piscopo

et al. 2023

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PurposeIn light of the new way of interpreting work spearheaded by Generation Z, the objectives of this study are to investigate (1) whether young entrepreneurs identify their start-ups with “zebras” – that is, as a concrete response to the evanescence and fantasy of “unicorns” based on the simultaneous pursuit of profit and social value, mutualism and resilience – and (2) whether they adopt a “teal” organizational configuration – that is, one characterized by evolutionary purpose, self-management and wholeness.Design/methodology/approachThrough a qualitative approach with 41 interviews, this study focuses on start-uppers and companies that are particularly innovative and promising in the Italian context, as selected by Forbes magazine in its ranking of the brightest entrepreneurs, leaders and stars under 30.FindingsThe results suggest that young entrepreneurs recognize the importance of the common themes of the zebra movement and therefore identify their startups with zebras. More specifically, Generation Z entrepreneurs: (1) pursue a dual (economic and social) purpose, (2) are mutualistic and (3) build their organizations with resilience and capital efficiency. In addition, the interviews show that the organizational approach taken follows the paradigm of teal organizations, particularly in terms of evolutionary purpose, distributed leadership and decision-making power, and employee wholeness and empowerment.Originality/valueThis is the first study to analyze the evolutionary trends of animal entrepreneurial “species” led by Generation Z entrepreneurs and organized on the basis of the teal paradigm.

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Building Teal Organizations with Servant Leadership?

Cited by 6 publications

References 23 publications

Turquoise Management Model in Knowledge-Based Organisations

Turquoise Management Model in Knowledge-Based Organisations

L’entreprise libérée, un vrai concept ou une simple étiquette ?

In the jungle, the mighty jungle, the zebras are teal tonight: investigating the organizational forms of Generation Z-driven Italian start-ups

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