- File Size: 466 KB
- Print Length: 200 pages
- Simultaneous Device Usage: Unlimited
- Publisher: Taos Institute Publications (March 1, 2013)
- Publication Date: March 1, 2013
- Sold by: Amazon Digital Services LLC
- Language: English
- ASIN: B00CAAS89I
- Text-to-Speech: Enabled
- Word Wise: Enabled
- Lending: Enabled
Amazon Best Sellers Rank:
#488,757 Paid in Kindle Store (See Top 100 Paid in Kindle Store)
- #176 in Kindle Store > Kindle eBooks > Business & Money > Organizational Behavior > Organizational Change
- #277 in Kindle Store > Kindle eBooks > Business & Money > Organizational Behavior > Organizational Learning
- #774 in Books > Business & Money > Processes & Infrastructure > Organizational Learning
|Print List Price:||$22.00|
Save $12.01 (55%)
Relational Leading: Practices for Dialogically Based Collaboration Kindle Edition
|New from||Used from|
Enter your mobile number or email address below and we'll send you a link to download the free Kindle App. Then you can start reading Kindle books on your smartphone, tablet, or computer - no Kindle device required.
To get the free app, enter your mobile phone number.
Customers who bought this item also bought
Would you like to tell us about a lower price?
Top customer reviews
Reviewed by: Stanley E. Patterson, PhD
Stanley Patterson is the Executive Director of the Christian Leadership Center and Professor of the Christian Ministry Department of Andrews University in Berrien Springs, Michigan, USA.
The Taos Institute and the authors have made a valuable contribution to the leadership community by providing not only a theoretical base for relational leadership but also a description of a practical application of the concept. The model is explored primarily in the corporate management context where “New and highly complex problems require linking many different kinds of knowledge; cooperation across cultural borders is increasingly necessary; work teams are needed to supply continuous innovation. Successful collaboration originates in dialogic process” (loc 128). It is in this context that the authors suggest that effective leadership is today a matter of conversation rather than command. “Successful dialogue is crucial” (ibid).
As leadership practice and ideology experience increased distance between Great Man Theory and “command and control” models, the need for a sensible and effective platform upon which to build leadership practice becomes essential. If coercive models are surrendered, the question that begs a response is “What’s left?” What do we enter when we leave or step out of the command and control box? Hersted and Gergen describe the new context: “Organizational culture is largely the product of dialogue—the way we speak to each other and what we say” (loc 743). Simply stated the relational context is essentially the new reality if we jettison command and control—“In its bare bones it is monologic: ‘We tell you what to do’” (loc 1347) and exchange this reality for a reality of “we decide what to do through dialogue.”
The relational organization consequently benefits from a natural rise in a sense of collective ownership that sparks motivation and creativity—too often lost in the managed context. Ownership reflects an attitude born out of a new sense of identity wherein employees “are” the organization rather than simply “tools” within it. “Collaborative involvement enhances commitment” (loc 1354). “From a relational standpoint, organizational change can be seen as a continuous process of dialogue” (loc 1567) flowing out of this new committed identity that produces creativity and cooperation thus serving the process of organizational change. Functional creativity—the predicate for essential innovation—testifies that “…dialogic process is the fundamental key to stimulating and developing new ideas. If you can harness the powers inherent in dialogue, creativity will be unlimited, and innovation will be realized” (loc 2133).
Another benefit to the organization as a result of increased dialogue is found in the arena of intra-organizational conflict. When conflict is solved by administrative fiat it is not truly solved—only stifled. Though many organizations smartly address conflict with intentional dialogue the low level conflict is often smothered by well-intentioned managers who bow to expediency as a means of getting on with work. In this same environment emotions are seldom addressed to the end that attitudes that support collaboration and cooperation are diminished. The “relational leader may actually invite conflict. We mean this in the sense of encouraging the broadest range of opinions practicable. Rather than viewing differences in terms of antagonisms, the leader should encourage curiosity. ‘Let us explore all the ways one might see this’” (loc 1636). This concurrently can provide a healthy expression for emotions necessary for effective collaborative behavior. “Whether emotions contribute to an organization on the one hand, or undermine its efficacy on the other, importantly depends on the dramas of dialogue. A relationally skilled leader can invite and transform the dramas played out in the theater of the organization” (loc 1941).
The value of this volume might have been enhanced to the end that a broader audience could have been embraced if it had been expanded beyond the managed corporate context. Freely associated leadership contexts such as churches and voluntary organizations often apply management principles to the freely associated participants where the authority to control has never been established by a contractual agreement. In these cases a relational model is the only legitimate model. Though dwarfed by the numbers of managed organizations, the freely associated context is an essential social element that could benefit from the concepts put forth in this book. Nonetheless, the book is subject to contextual translation by the leader in the non-managed context who is looking for a relational model consistent with the free associated organization.
I give this book my highest recommendation for all who have a vision and commitment to leading people in a manner that honors their dignity and freedom, intelligence and creativity, and the need to hear and be heard. “If the contemporary organization is to thrive, it is essential that information, ideas, opinions, and values move freely across the borders that otherwise separates the organization from its context” (loc 347).
Jacob Storch, PhD
Founder of ATTRACTOR consulting