Contemporary Perspectives on OB: Leading Change

2019-2020
Dit vak wordt in het Engels aangeboden. Omschrijvingen kunnen daardoor mogelijk alleen in het Engels worden weergegeven.

Doel vak

Leadership is a fundamental aspect of human organization, specifically
during organizational change. Leadership occurs quickly and
automatically across all cultures and levels of complexity.
Unfortunately, even though leadership is widely studied, much of our
understanding remains disjointed. In this course we connect the
phenomenon of leadership to the context of organizational change.

Learning Outcomes:
• Academic and research skills: students will be able to systematically
analyze a practical change-related problem and come up with a plan of
action, and develop the sensitivity necessary to use the right arguments
for different audiences.
• Bridging theory and practice - Knowledge: Student will be familiar
with the generative processes that gives rise to leadership, planned
organizational change, and the connection between these two.
• Bridging theory and practice - application: students will be familiar
with the practical problems which business leaders and change
consultants face when managing organizational change.
• Social skills: the ability to work in a new team, the responsivity to
‘read’ the social environment and the skills to give a presentation in a
simulated business environment, where different stakeholders hold
different values and beliefs and have different interests.
• Self-awareness: students will become more aware about one’s tendencies
as a leader and follower in different organizational change situations.

Inhoud vak

Contemporary perspectives on OB: Leading change 3.4 is an introductory
traveller’s guide for frontrunners (change agents) in organizations.
Organizational transformations are adventures where leadership and
change management are key to success. We teach the latest scientific
knowledge on change management as well as the skills that you will need
‘on the ground’ as a frontrunner (‘leader’) of change. This course’s
unique focus on leadership of change will help you discover your compass
and social responsivity to navigate yourself and others through
uncertainty.

The first part of this course focuses on organizational change. With the
Change Competence e-book (Ten Have et al., 2015) as a traveler’s guide,
you will learn to think about organizational change as a risky,
adventurous journey with an uncertain outcome (for leaders and followers
alike). That said change has a number of recognizable phases that each
offer unique challenges to change leaders. This part involves an
overview of both the classic and most recent theories and models of
change management. You will particularly study:
• classic theories and models in change management
• change as a perilous journey: phases of change, obstacles, overcoming
obstacles
• types of interventions and possible disfunctions during a change
process

The second part of this course is about leadership during change,
including the many styles of leadership that are relevant during
different types of organizational change (i.e., evolutionary,
charismatic, transformational, ethical leadership). For example, you
will learn about the different phases of leadership, how it can mobilize
people, but also how it may finally lead to a state of disenchantment
and disengagement. You will also learn which personal and contextual
factors influence the leadership process. You will also gain a deeper
appreciation for the role leadership has on followership attitudes and
motivation. In this part you will be studying:
• the introduction to leadership theory: leadership styles and the
generative processes of leadership
• the role of leadership during organizational change
• the impact of (organizational) justice during change processes

The third part is about the way individual experiences and reactions to
change. You will learn about the kind of processes that individuals go
through when they experience change. Also, you will get an understanding
the concept of resistance to change, why it emerges and how to overcome
it. In this part you will be studying:
• the process of (behavioral) change on an individual level
• the experiences of and reactions to change
• the concept of resistance to change

Onderwijsvorm

Lectures
Tutorials

Toetsvorm

Written exam – Individual assessment
Assignment(s) – Group assessment
Participation – individual assessment

Literatuur

Part 0: Introduction
0. Stouten, J. & Rousseau, D. & De Cremer, D. (2018). Successful
Organizational Change: Integrating the Management Practice and Scholarly
Literatures. Academy of Management Annals. 12. 10.5465/annals.2016.0095.

Part I: Organizational change
1. Kotter, J.P. & L.A. Schlesinger (2008). Choosing strategies for
change. Harvard Business Review. P. 1-11
2. Huy (2001). Time, temporal capability, and planned change. Academy of
Management Review, 26(4), p. 601-623
3. Smith (2002). Success rates for different types of organizational
change. Performance Improvement, 41(1), p. 26-33

Part II: Change leaders
4. Heifetz, R.A. & D.L. Laurie (1997). The work of leadership. Harvard
Business Review, 75 (1), p. 124-134
5. Ibarra, H. (2015). The Authenticity Paradox, Why feeling like a fake
can be a sign of growth. Harvard Business Review, 1, p. 1-9
6. DeRue, D.S. & S.J. Ashford (2010). Who will lead and who will follow?
A social process of leadership identity constructions in organizations.
The Academy of Management Review, 35(4), p. 627-647
7. Tyler, T. R., & D. De Cremer (2005). Process-based leadership: Fair
procedures and reactions to organizational change. The Leadership
Quarterly, 16(4), p. 529-545.

Part III: Change experience
8. Elrod, P.D. & D.D. Tippet (2001). The “death valley” of change.
Journal of Organizational Change Management. 15(3), p. 273-291
9. Conroy, S.A. & A.M. O’Leary-Kelly (2014). Letting go and moving on,
Work-related identity loss and recovery. Academy of Management Review,
39(1), p. 67-87
10. Ford, J.D., L.W. Ford & A. D’Amelio (2008). Resistance to change:
the rest of the story. Academy of Management Review, 33(2), p. 362-377

Aanbevolen voorkennis

BK:
1.5 HRM & OB; 2.5 BRM II - Quantitative
IBA:
2.1 HRM & OB; 2.4 HRM Practices - A Global Perspective;
2.4 BRM I – Quantitative

Algemene informatie

Vakcode E_IBK3_CPOB
Studiepunten 6 EC
Periode P4
Vakniveau 300
Onderwijstaal Engels
Faculteit School of Business and Economics
Vakcoördinator drs. J.L. Millenaar
Examinator drs. J.L. Millenaar
Docenten drs. J.L. Millenaar MSc

Praktische informatie

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