Leadership and the New Science

By S. McGregor. 2004

833 citations recorded by the source corpus.

Subfields: General Health Professions, Information Systems and Management

View Paper: https://www.semanticscholar.org/paper/bbe5cea2fa257b95d6dc11c1bc1c4d96cd000071

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In General Health Professions

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Citations in the corpus

What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders (2011, background): “This does tend to provide further support for the earlier findings of Higgs and Rowland (2005) as well as for the more general view that programmatic change is largely unsuccessful (e.g., Eisenbach et al., 1999; Stace, 1996; Wheatley, 1993).”
All changes great and small: Exploring approaches to change and its leadership (2005, background): “Indeed if the evidence of the study is supported in future research we should not be seeking a prescriptive theory of change but rather, in the spirit of complexity theory, should look for a broad general direction and a small number of simple guiding rules (Reynolds, 1987; Wheatley, 1992, 1993).”
Non-Linearity and Response-Ability: Emergent Order in 21st-Century Careers (2002, methodology): “Understood together, these three complexity concepts may offer more robust explanations for the dynamics of 21st-century careers, and in so doing extend the applications of the new sciences into the social sciences (Wheatley, 1992; Goerner, 1994; Turner, 1997).”
Community of practice for teachers: sensemaking or critical reflective learning? (2009, background): “However, with increasing complexity in the working world (Wheatley, 1994, 2007), professional work now poses more intellectual challenges than what technical and procedural sensemaking models can handle.”
Influences on College Students' Capacities for Socially Responsible Leadership (2010, background): “Currently, there exists a wide array of postindustrial approaches that emphasize unique dimensions such as moral leadership and service (Greenleaf, 1977; Rhode, 2006), cognition (Bolman & Deal, 2003; Chemers, 1997), chaos and adaptivity (Heifetz, 1994; Wheatley, 1996), and social responsibility for ”
Positive psychology in practice (2004, background): “Interventions arising from these systems views stress the importance of facilitating networking among those with related interests inside and outside the organization and providing resources to enable them to pursue their interests (Wheatley, 1994).”
Spirituality and Performance in Organizations: A Literature Review (2010, background): “A number of scholars mention a paradigm shift in organizational sciences, management theory, and practice in the last two decades (Capra, 1996; Giacalone and Dafna, 2000; Harman and Hormann, 1990; Ray et al, 1993; Wheatley, 1992).”
Boundary Dynamics: Implications for Building Parent-School Partnerships (2009, background): “The concept of partnership and its natural processes as understood by systems theorists (e.g., Bateson, 1972; Capra, 1996; Senge, 2006; Wheatley, 1992) is widely supported in the literature on education and school reform (Banathy, 1992, 1993; Banathy & Jenlink, 1996; Capra, 1999; Senge, 2000).”
Developing a Leadership Identity: A Grounded Theory (2005, background): “Margaret Wheatley (1999) described the zeitgeist of the end of the 21st century as an “awareness that we participate in a world of exquisite interconnectedness.”
We the Leaders: In Order to Form a Leaderful Organization (2005, background): “…when they empower those who are capable and who have the willingness to assume leadership in the moment in relationships with peers, team members, customers, suppliers, and other organizational partners (Rost, 1991; Wheatley, 1992; Pearce & Conger, 2002; Raelin, 2003; Robertson & Swan, 2003).”
Organizational Change and Characteristics of Leadership Effectiveness (2009, background): “Changes that modify existing authority or role structures generate ambiguity and confusion with regard to appropriate, effective action and in-role behavior (Wheatley, 1992).”