Legacy Practices: Implications for Leadership

Gaspar, Deborah B.; Hayden, Kelly

doi:10.1108/s0732-067120170000037008

Cited by 1 publication

(5 citation statements)

References 10 publications

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“…The challenge is to face uncertainty and stress with the ability to recognize and manage polarity, paradox, and dilemma [45,46]. These results complement studies [10][11][12][13] which suggest that managing change in an organization, regardless of the human context and the role of participants in the process, becomes a challenge in integrating innovation into a work culture in the long term because of constant strife and conflict and also because of the loss of motivation and the risk of rotation [47]. Relating to this, other research supports an integrated approach to managerial growth by expanding scientific knowledge to change management, organizational psychology, and lifelong learning.…”

supporting

confidence: 55%

“…This research shows that a crucial path to managerial growth is to approach radical organizational changes as a painful loss from the perspective of employees. Studies [4][5][6][7][8][10][11][12][13] emphasize that employees perceive uncomfortable inner experiences and emotions associated with personal financial, professional, social, and psychological losses. The healing of traumatic emotions is essential to avoid feeling stuck in organizational transitions [17] so a manager's careful analysis of relationship dynamics and conscious recognition of the emotional spectrum while facilitating change is a part of their professional growth.…”

Section: Discussion Of Results and Future Researchmentioning

confidence: 99%

“…It is important to understand that resistance to change is a natural phenomenon. Stability and daily routine provide a sense of physical and psychological comfort, so people do not like change; by nature, they oppose it, desiring to stay within the old and normal order, especially if much has been invested in it [4,10,16,27]. Managers' ability to highlight the essence of urgency logically and comprehensibly might shift employees' perceptions as they "want to hear how the change may impact them personally (what's in it for me) from the direct supervisor" [6].…”

Section: The Organizational Level: Managerial Growth In the Strategic...mentioning

confidence: 99%

“…However, if the organizational change is focused on redundancy, employees' internal experiences of reconciling with the current situation become emotionally and morally complex [10,11]. This turns to the depression stage, characterized by mournful moods [29], and relationships with managers might deteriorate [8].…”

Section: The Group Level: Managerial Growth In the Social-emotional D...mentioning

confidence: 99%

“…Such transitions affected the psychological resistance of some workers, as well as had other negative impacts on their social environments, professional relationships, and job satisfaction [8,9]. Such transformations were emotionally charged by inner experiences, which led to misunderstandings, conflicts, and damaged feelings including spiritual pain [9][10][11]. Tensions and insecurities were particularly exacerbated by the increased risk of redundancies [11][12][13], and this forced managers to be more sensitive to employee experiences and behavior [14].…”

Section: Introductionmentioning

confidence: 99%

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A Theoretical Analysis of Managerial Growth in the Context of Organizational Change

Kolbergytė

Dromantaitė

2022

Sustainability

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In analyzing the theoretical literature on managerial growth in the context of organizational change, an absence of research has been observed, especially that which comprehensively analyzes growth prospects and opportunities at the micro (individual), meso (group), and macro (organizational) levels, which considers organizational, social, emotional, and spiritual aspects. Therefore, one of the outstanding problems of this research was to select the relevant scientific literature to synthesize the theory and create a conceptual theoretical model based on it. The aim of this paper is to explore the context and preconditions for managerial growth during an organizational change at different levels and aspects of organizations. Therefore, six theoretical approaches from the fields of management, psychology, and education were chosen (Hiatt, Kotter, Kübler-Ross, Goleman, Mezirow, and Marcia). Conclusions provide insights into the context, aims, and directions of managerial growth within organizational change. First, the context of organizational change is understood as an educational environment that creates incentives for managerial growth at the macro, meso, and micro levels and encompasses the development of personal and professional skills and the conscious evolution of inner perceptions related to work. Second, managerial growth in the context of organizational change is targeted toward three objectives at the organizational, group, and individual levels: productivity, connection, and self-realization. Third, managerial growth in the context of organizational change is directed toward three dimensions: (1) the strategic-operational dimension overlaps with the development of leadership skills to ensure successful change implementation in the organization; (2) the social-emotional dimension overlaps with the development of psychosocial skills, enabling coping with challenges through relationships and an emotionally supportive workplace environment; and (3) the perceptual-spiritual dimension overlaps with the development of personal maturity and professional motivation, disclosing authentic performance during organizational change. These findings become a framework for further research but also provide practical guidelines for managers, HR specialists, and organizational leaders.

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supporting

confidence: 55%