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Appendix 1 Examples of Companies that have Implemented Emergent Management Practices
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Transcript of Appendix 1 - Springer978-1-137-35295-8/1.pdf · Harley-Davidson, USA harley-davidson.com ......
Appendix 1
Examples of Companies that have Implemented Emergent Management Practices
tabl
e a1
.1
List
of c
ompa
nies
that
hav
e im
plem
ente
d em
erge
nt m
anag
emen
t pra
ctice
s1.
M
IX M
anag
emen
t 2.
0 H
acka
thon
2.
Firm
s of
End
earm
ent
3.
Link
edIn
Sur
vey
4.
Beta
Cod
ex N
etw
ork
5.
Wor
ld B
lu S
urve
y
Atl
assi
an, A
ustr
alia
atla
ssia
n.co
mA
maz
on, U
SAam
azon
.com
Ant
elop
e Va
lley
Tran
sit
Aut
hori
ty, U
SAav
ta.co
m
AES
, USA
ae
s.com
Axi
om N
ews,
Can
ada
Axi
omN
ews.c
a
Aut
omat
ic, U
SAau
tom
attic
.com
Best
Buy
, USA
best
buy.c
omBi
ko, S
pain
biko
2.co
mA
hlse
ll, S
wed
en
ahlse
ll.co
mBa
rret
t Val
ues
Cent
re, U
SA &
UK
valu
esce
ntre
.com
Bank
of
New
Zea
land
, N
ew Z
eala
ndbn
z.co
.nz
BMW
, Ger
man
ybm
w.co
mFA
VI,
Fran
cefa
vi.co
mA
ldi,
Germ
any
aldi
.de
Bite
Stu
dios
, UK
bite
stud
io.co
.uk
Best
Buy
, USA
best
buy.c
omCa
rMax
, USA
carm
ax.co
mFR
EITA
G, S
witz
erla
ndfre
itag.
chD
aVit
a, U
SA
davi
ta.co
mBo
ost
New
Med
ia, N
ew Z
eala
ndbo
ost.c
o.nz
Bran
d Ve
loci
ty In
c., U
SAbr
andv
eloc
ity.co
mCa
terp
illar
, USA
cate
rpill
ar.co
mG
uide
wire
Sof
twar
e, U
SAgu
idew
ire.co
mD
ell,
USA
dell.
com
Bran
dwat
ch, U
Kbr
andw
atch
.com
CEM
EX, U
Kce
mex
.co.u
kCo
mm
erce
Ban
k, U
SAco
mm
erce
bank
.com
Han
dels
bank
, Sw
eden
hand
elsb
ank.
com
DM
dro
geri
e m
arkt
, Ge
rman
ydm
-dro
gerie
mar
kt.d
e
Ceda
rs C
amps
, Leb
anon
, ce
dars
cam
ps.o
rg
CSC
Ger
man
y, G
erm
any
csc.c
om/d
eCo
ntai
ner S
tore
, USA
cont
aine
rsto
re.co
mH
CL T
echn
olog
ies,
Indi
ahc
ltech
.com
Egon
Zeh
nder
In
tern
atio
nal,
Switz
erla
ndeg
onze
hnde
r.com
Chao
rdix
, Can
ada
chao
rdix
.com
Edm
unds
, USA
edm
unds
.com
Cost
co, U
SAco
stco
.com
Hin
dust
an U
nile
ver,
Indi
ahu
l.co.
inFA
VI,
Fran
ce
favi
.com
Colle
ctiv
e A
genc
y, U
SAco
llect
ivea
genc
y.com
9781137352941_09_app.indd 190 9/25/2014 4:01:57 PM
Goo
gle,
USA
goog
le.co
mH
arle
y-D
avid
son,
USA
harle
y-da
vids
on.co
mJa
ncoa
, USA
janc
oa.co
mG
uard
ian
Indu
stri
es, U
SA
guar
dian
.com
Do
Som
ethi
ng D
iffe
rent
, UK
dsd.
me
IBM
, USA
ibm
.com
Hon
da, J
apan
hond
a.co
mJo
ie d
e V
ivre
, USA
jdvh
otel
s.com
Han
dels
bank
en,
Swed
en
hand
elsb
anke
n.se
Dre
amH
ost,
USA
drea
mho
st.co
m
IDEO
, USA
ideo
.com
Ideo
, USA
ideo
.com
Kelle
r Will
iam
s Re
alty
, USA
ww
w.k
w.co
m/k
wH
CL, I
ndia
hcl.i
nD
yn, U
SAdy
n.co
m
Intu
it, U
SAin
tuit.
com
IKEA
, Sw
eden
ikea
.com
Mor
ning
Sta
r, U
SAm
orni
ngst
arco
.com
Hen
gele
r Mül
ler,
Germ
any
heng
eler
.com
Expl
ore
Com
mun
icat
ions
, USA
expl
oreh
q.co
m
Kess
els
& Sm
it, t
he
Net
herla
nds
kess
els-
smit.
com
JetB
lue,
USA
jetb
lue.
com
NA
SA, U
SAna
sa.g
ovH
erm
an M
iller
, USA
he
rman
mill
er.co
mFr
ank,
USA
arey
oufr
ank.
com
Mai
lChi
mp,
USA
mai
lchim
p.co
mJo
hnso
n &
John
son,
USA
jnj.c
omN
etfl
ix, U
SAne
tflix
.com
Ikea
, Sw
eden
ik
ea.co
mFu
sion
farm
Inc.
, USA
fusio
nfar
m.co
m
Men
asha
Pac
kagi
ng, U
SAm
enas
hapa
ckag
ing.
com
Jord
an’s
furn
itur
e, U
SAjo
rdan
s.com
Pata
goni
a, U
Kpa
tago
nia.
com
Inte
rpol
is, t
he N
ethe
rland
sin
terp
olis.
nl/p
artic
ulie
r/de
faul
t.asp
x
Futu
re C
onsi
dera
tion
s, U
Kfu
ture
cons
ider
atio
ns.co
m
Met
hod,
USA
met
hodh
ome.
com
L.L.
Bea
n, U
SAllb
ean.
com
QLI
, USA
QLI
omah
a.co
mIr
izar
, Spa
in
iriza
r.com
Gre
at H
arve
st F
ranc
hisi
ng In
cU
SAgr
eath
arve
st.co
m
Mor
ning
Sta
r, U
SAm
orni
ngst
arco
.com
New
Bal
ance
, UK
new
bala
nce.
co.u
kRa
boba
nk, t
he N
ethe
rland
sra
boba
nk.co
mJo
hnso
nvill
e, U
SAjo
hnso
nvill
e.co
m/h
ome.
htm
lG
reen
leaf
Boo
k G
roup
, USA
gree
nlea
fboo
kgro
up.co
m
Moz
illa,
USA
Pata
goni
a, F
ranc
eRa
cksp
ace,
UK
Kess
els
&Sm
it, t
he
Gro
upon
Mal
aysi
a, M
alay
sia
9781137352941_09_app.indd 191 9/25/2014 4:01:57 PM
1.
MIX
Man
agem
ent
2.0
Hac
kath
on2.
Fi
rms
of E
ndea
rmen
t3.
Li
nked
In S
urve
y4.
Be
ta C
odex
Net
wor
k5.
W
orld
Blu
Sur
vey
Red
Hat
, USA
redh
at.co
mRE
I, U
SAre
i.com
Sunc
orp
Gro
up, A
ustr
alia
sunc
orp.
com
.au
Mor
ning
Sta
r, U
SA
mor
ning
star
co.co
mM
enlo
Inno
vati
ons,
USA
men
loin
nova
tions
.com
Rite
-Sol
utio
ns, U
SArit
esol
utio
ns.co
mSo
uthw
est,
USA
sout
hwes
t.com
W.L
. Gor
e, U
SAgo
re.co
m/e
n_gb
Net
flix
, USA
ne
tflix
.com
Min
dval
ley,
Mal
aysia
min
dval
ley.c
om
Sem
co, B
razi
lse
mco
.com
.br/
enSt
arbu
cks,
USA
star
buck
s.com
YSO
FT, C
heck
Rep
ublic
ysof
t.com
/N
ucor
Ste
el, U
SA
nuco
r.com
Nam
asté
Sol
ar, U
SAna
mas
teso
lar.c
om
Sout
hwes
t, U
SAso
uthw
est.c
omTi
mbe
rlan
d, U
SAtim
berla
nd.co
mZa
ppos
.com
, USA
zapp
os.co
mPr
omon
, Bra
zil
prom
on.b
r.com
Nea
rsof
t, U
SAne
arso
ft.co
m
Thog
us, U
SAth
ogus
.com
Toyo
ta, J
apan
toyo
ta-g
loba
l.com
Reso
urce
Info
rmat
ik,
Switz
erla
ndre
sour
ce.ch
New
Bel
gium
Bre
win
g Co
mpa
ny, U
SAne
wbe
lgiu
m.co
m
3M, U
SA3m
.com
Trad
er Jo
e’s,
USA
trad
erjo
es.co
mSA
S In
stit
ute,
USA
w
ww
.sas.c
omN
ixon
McI
nnes
, UK
nixo
nmcin
nes.c
om
Tong
al, U
SAto
ngal
.com
UPS
, USA
ups.c
omSc
hind
lerh
of,
Germ
any
schi
ndle
rhof
.de
NRI
Dis
trib
utio
n, C
anad
anr
i-dist
ribut
ion.
com
Virg
in, U
Kvi
rgin
.com
Weg
man
s, U
SAw
egm
ans.c
omSe
mco
, Bra
zil
sem
co.co
m.b
rPo
dio,
Den
mar
kpo
dio.
com
Weg
man
s, U
SAW
hole
Foo
ds M
arke
t, U
SAw
hole
food
s.com
Snøh
etta
, Nor
way
sn
oarc
.no/
Prod
ucti
vity
Ass
ocia
tes,
USA
goto
pai.c
om
tabl
e a1
.1
Cont
inue
d
9781137352941_09_app.indd 192 9/25/2014 4:01:57 PM
Yam
mer
, USA
yam
mer
.com
Toyo
ta, J
apan
to
yota
.com
Roun
dPeg
g, U
SAro
undp
egg.
com
Zapp
os.c
om, U
SAza
ppos
.com
Tris
a, S
witz
erla
ndtr
isa.ch
SAYS
, Mal
aysia
says
.com
Uni
ted
Supe
rmar
kets
, USA
un
itedt
exas
.com
Spar
c LL
C, U
SAsp
arce
dge.
com
Valv
e So
ftw
are,
USA
valv
esof
twar
e.co
mST
ATSI
T, S
inga
pore
stat
sit.co
m
Who
le F
oods
Mar
ket,
USA
w
hole
food
s.com
Swee
trio
t, U
SAsw
eetr
iot.c
om
W.L
. Gor
e, U
SA
gore
.com
Taf’
eel D
esig
n St
udio
, Mal
aysia
tafe
el.m
y
WM
-Gro
up, G
erm
any
wm
-gro
up.d
eTh
e O
nlin
e 40
1(k)
, USA
theo
nlin
e401
k.co
m
Zapp
os.c
om, U
SAza
ppos
.com
TRAV
OD
, UK
trav
od.co
m
Trov
, USA
trov
.com
Valt
ech,
Den
mar
kva
ltech
.dk
WD
-40
Com
pany
, USA
wd4
0com
pany
.com
9781137352941_09_app.indd 193 9/25/2014 4:01:57 PM
4
Appendix 2
Mapping of the Emergent Leadership Model’s Five Levels to Other Relevant Models of Development
tabl
e a2
.1a
Map
ping
of t
he E
mer
gent
Lea
ders
hip
Mod
el’s
five
leve
ls to
oth
er re
leva
nt m
odel
s of d
evel
opm
ent
Emer
gent
Le
ader
ship
M
odel
Lead
ersh
ip D
evel
opm
ent
Fram
ewor
k1Ba
rret
t’s V
alue
Mod
el2
Spira
l Dyn
amic
s M
odel
3Tr
ibal
Lea
ders
hip4
LEV
EL 5
7 Ir
onis
t6
Mag
icia
n5
Str
ateg
ist
(PO
ST-C
ON
VEN
TIO
NA
L)
7 Se
rvic
e6
Mak
ing
a di
ffer
ence
5 In
tern
al c
ohes
ion
4 T
rans
form
atio
n
8 Tu
rquo
ise
(Who
le v
iew
)7
Yello
w (E
co sy
stem
s)6
Gre
en (C
omm
unity
)
Stag
e 5
“Life
is g
reat
”
LEV
EL 4
Stag
e 4
“We
are
grea
t”
LEV
EL 3
4 In
divi
dual
ist
3 A
chie
ver
2 Ex
pert
1 D
iplo
mat
(CO
NV
ENTI
ON
AL)
3 Se
lf-E
stee
m2
Rela
tion
ship
s1
Surv
ival
5 O
rang
e (M
ater
ialis
tic)
4 Bl
ue (A
utho
rity)
3 Re
d (E
goce
ntric
gra
tifica
tion)
2 Pu
rple
(Ritu
als)
1 Be
ige
(Sur
viva
l)
Stag
e 3
“I a
m g
reat
and
you
are
no
t”
LEV
EL 2
Stag
e 2
“My
life
suck
s”
LEV
EL 1
Stag
e 1
“All
life
suck
s”
9781137352941_09_app.indd 195 9/25/2014 4:01:57 PM
tabl
e a2
.1b
Map
ping
of t
he E
mer
gent
Lea
ders
hip
Mod
el’s
five
leve
ls to
oth
er re
leva
nt m
odel
s of d
evel
opm
ent
Emer
gent
Le
ader
ship
M
odel
Ener
gy L
eade
rshi
p5M
aslo
w’s
Hie
rarc
hy o
f H
uman
Nee
ds6
Loev
inge
r’s S
tage
s of
Ego
D
evel
opm
ent7
Kohl
berg
’s St
ages
of
Mor
al D
evel
opm
ent8
LEV
EL 5
7 N
on-ju
dgem
ent,
A
bsol
ute
pass
ion,
Cr
eati
on6
Synt
hesi
s, Jo
y, W
isdo
m(S
ELF
TRA
NSC
END
ENCE
)
5 Se
lf-a
ctua
lizat
ion
4 Es
teem
9 In
tegr
ated
Sta
ge8
Aut
onom
ous
Stag
e7
Indi
vidu
alis
tic
Stag
e
6 U
nive
rsal
eth
ical
pr
inci
ples
5 So
cial
con
trac
t or
ient
atio
n(P
OST
-CO
NV
ENTI
ON
AL)
LEV
EL 4
LEV
EL 3
5 Re
conc
iliat
ion,
Pea
ce,
Acc
epta
nce
4 Co
ncer
n, C
ompo
siti
on,
Serv
ice
3 Re
spon
sibi
lity,
Fo
rgiv
enes
s,
Coop
erat
ion
2 Co
nflic
t, A
nger
, Def
ianc
e1
Vic
tim
, Apa
thy,
Le
thar
gy(S
ELF/
SELF
MA
STER
Y)
3 Lo
ve/b
elon
ging
2 Sa
fety
1 Ph
ysio
logi
cal
6 Co
nsci
enti
ous
Stag
e5
Self
-aw
are
Stag
e4
Conf
orm
ist
Stag
e3
Self
-Pro
tect
ive
Stag
e2
Impu
lsiv
e St
age
1 Pr
esoc
ial S
tage
4 A
utho
rity
and
soc
ial-
orde
r mai
ntai
ning
or
ient
atio
n3
Inte
rper
sona
l acc
ord
and
conf
orm
ity
(CO
NV
ENTI
ON
AL)
2 Se
lf-in
tere
st
orie
ntat
ion
1 O
bedi
ence
and
pu
nish
men
t or
ient
atio
n(P
RE-C
ON
VEN
TIO
NA
L)
LEV
EL 2
LEV
EL 1
9781137352941_09_app.indd 196 9/25/2014 4:01:57 PM
Appendix 3
Key Models and Tools for Organizational Change Compared to the 6 Box Leadership Model
tabl
e a3
.1
Key
mod
els a
nd to
ols f
or o
rgan
izat
iona
l cha
nge
base
d on
em
piric
al re
sear
ch/i
mpl
emen
t atio
nM
odel
/Too
lKe
y Id
eas
App
licat
ion
Suit
abili
ty/C
ompa
riso
n to
the
6 B
ox
Lead
ersh
ip M
odel
The
Bala
nced
Sc
orec
ard1
• St
rate
gic
perf
orm
ance
man
agem
ent t
ool u
ses
sem
i-sta
ndar
d st
ruct
ured
repo
rt su
ppor
ted
by
auto
mat
ion
tool
s•
Use
of f
inan
cial a
nd n
on- fi
nanc
ial m
easu
res
• Fo
ur p
ersp
ectiv
es m
easu
red:
Fin
ancia
l, Cu
stom
er,
Inte
rnal
bus
ines
s pro
cess
es a
nd L
earn
ing
and
grow
th
• A
dia
gnos
tic to
ol, b
ased
on
empi
rical
rese
arch
• Fo
cuse
d on
fina
ncia
l st
akeh
olde
rs
• Th
e Ba
lanc
ed S
core
card
is b
ased
on
a tr
aditi
onal
m
anag
emen
t par
adig
m a
nd it
doe
s not
focu
s on
the
need
to re
inve
nt m
anag
emen
t and
impl
emen
t em
ergi
ng m
anag
emen
t pra
ctice
s •
This
diag
nost
ic to
ol is
bas
ed o
n to
p- do
wn
man
agem
ent a
nd p
eopl
e an
d cu
lture
- rela
ted
aspe
cts a
re n
ot th
e fo
cus o
f the
dia
gnos
tics
McK
inse
y 7S
Fr
amew
ork2
• M
anag
emen
t mod
el u
sed
as a
tool
to a
sses
s and
m
onito
r cha
nges
in a
n or
gani
zatio
n.
• Ba
sed
on th
e th
eory
that
the
follo
win
g se
ven
inte
rrela
ted
elem
ents
nee
d to
be
alig
ned:
Str
uctu
re,
Stra
tegy
, Sys
tem
s, Sk
ills,
Styl
e, S
taff
and
Sha
red
valu
es
• A
hol
istic
diag
nost
ic to
ol
base
d on
em
piric
al re
sear
ch•
McK
inse
y 7S
mod
el co
mpr
ises s
ome
elem
ents
th
at o
verla
p w
ith th
e 6
Box
Lead
ersh
ip M
odel
• It
does
not
pro
vide
an
onlin
e qu
estio
nnai
re a
nd
addi
tiona
l map
ping
s tha
t the
6 B
ox L
eade
rshi
p M
odel
pro
vide
s•
It is
base
d on
a tr
aditi
onal
man
agem
ent p
arad
igm
th
ough
it p
rovi
des a
hol
istic
view
of a
n or
gani
zatio
n
Chri
sten
sen’
s RV
P Fr
amew
ork3
• M
anag
emen
t mod
el/f
ram
ewor
k th
at e
xpla
ins a
fo
unda
tion
of o
rgan
izat
iona
l cap
abili
ties
• Re
sour
ces,
Proc
esse
s and
Val
ues r
epre
sent
key
in
nova
tion
capa
bilit
ies
• Re
sour
ces i
nclu
de ta
ngib
le (r
eal e
stat
e, c
ash,
etc
.) an
d in
tang
ible
(bra
nds,
inte
llect
ual p
rope
rty,
chan
nels,
cus
tom
er in
sight
s, et
c.) a
sset
s
• M
anag
emen
t fra
mew
ork
base
d on
em
piric
al re
sear
ch•
Use
d to
det
erm
ine
orga
niza
tiona
l inn
ovat
ion
capa
bilit
ies,
acqu
isitio
n as
sess
men
t, et
c.
• RV
P Fr
amew
ork
asse
sses
inno
vatio
n ca
pabi
litie
s •
Man
y fa
ctor
s ove
rlap
with
fact
ors i
n th
e 6
Box
Lead
ersh
ip M
odel
, but
this
fram
ewor
k is
less
co
mpr
ehen
sive
and
ther
e is
no o
nlin
e to
ol fo
r di
agno
stics
9781137352941_09_app.indd 198 9/25/2014 4:01:57 PM
Trib
al L
eade
rshi
p m
odel
4•
Man
agem
ent m
odel
that
show
s sta
ges a
t whi
ch
trib
es o
pera
te w
ithin
org
aniz
atio
ns•
The
mod
els s
how
s tha
t trib
es o
pera
te a
t fiv
e st
ages
:St
age
One
– h
ostil
e m
embe
rs o
f the
trib
eSt
age T
wo
– an
tago
nist
ic m
embe
rs o
f the
trib
eSt
age T
hree
– co
mpe
titiv
e m
embe
rs o
f the
trib
eSt
age
Four
– te
am w
orki
ng tr
ibes
Stag
e Fi
ve –
trib
es m
akin
g a
glob
al im
pact
• M
anag
emen
t mod
el b
ased
on
em
piric
al re
sear
ch
• U
sed
to d
eter
min
e do
min
ant s
tage
of t
he
orga
niza
tiona
l cul
ture
• Th
ere
is an
onl
ine
surv
ey5 w
ith fi
ve q
uest
ions
to
dete
rmin
e th
e st
age
of th
e cu
lture
• Co
achi
ng ti
ps w
ith th
e ke
y ac
tion
step
s to
build
ing
grea
t trib
es o
pera
ting
at h
ighe
r sta
ges
are
prov
ided
• Co
ncep
tual
ly, th
is m
odel
is si
mila
r to
the
6 Bo
x Le
ader
ship
Mod
el, b
ut th
ere
is no
com
preh
ensiv
e on
line
ques
tionn
aire
to h
elp
orga
niza
tions
to
mov
e up
to th
e ne
xt st
age
Jim C
ollin
s’
Goo
d to
Gre
at
Fram
ewor
k6
• M
anag
emen
t fra
mew
ork
show
ing
how
com
pani
es
mov
e fro
m b
eing
“Goo
d” to
“Gre
at”
• Fo
ur st
ages
(inp
ut v
aria
bles
) to
“Gre
atne
ss” i
nclu
de:
Stag
e 1:
Disc
iplin
ed P
eopl
eSt
age
2: D
iscip
lined
Tho
ught
Stag
e 3:
Disc
iplin
ed A
ctio
nSt
age
4: B
uild
ing
Grea
tnes
s to
Last
• M
anag
emen
t fra
mew
ork
base
d on
em
piric
al re
sear
ch•
Use
d to
det
erm
ine
orga
niza
tiona
l pot
entia
l to
beco
me “
Grea
t” ra
ther
than
be
ing
just
“Goo
d”
• Th
ere
is a
fram
ewor
k av
aila
ble
onlin
e7 in
form
at th
at c
an b
e us
ed to
ass
ess t
o w
hat e
xten
t “G
ood
to G
reat
” prin
ciple
s are
follo
wed
, but
ther
e is
no o
nlin
e ca
lcula
tion
of sc
ores
• Th
ere
are
a fe
w o
verla
ppin
g va
riabl
es (e
.g. p
urpo
se)
with
the
6 Bo
x Le
ader
ship
Mod
el, b
ut o
ther
than
th
at b
oth
fram
ewor
ks a
re q
uite
diff
eren
t
Barr
ett’
s The
Se
ven
Leve
ls o
f O
rgan
izat
iona
l Co
nsci
ousn
ess
Mod
el8
• M
odel
that
des
crib
es th
e ev
olut
iona
ry d
evel
opm
ent
of h
uman
cons
cious
ness
•
It ha
s bee
n ap
plie
d to
indi
vidu
als a
nd o
rgan
izat
ions
(a
s wel
l as n
atio
ns)
• Th
e se
ven
leve
ls ar
e: S
urvi
val,
Rela
tions
hip,
Sel
f- Es
teem
, Tra
nsfo
rmat
ion,
Inte
rnal
Coh
esio
n, M
akin
g a
Diff
eren
ce a
nd S
ervi
ce
• M
anag
emen
t mod
el b
ased
on
em
piric
al re
sear
ch•
Use
d to
det
erm
ine
cultu
ral e
ntro
py (a
mou
nt
of e
nerg
y co
nsum
ed in
un
prod
uctiv
e w
ork)
and
di
strib
utio
n of
seve
n le
vels
acro
ss th
e Se
ven
Leve
ls of
Org
aniz
atio
nal
• Th
ere
are
onlin
e di
agno
stic
tool
s (Cu
ltura
l Tr
ansf
orm
atio
n To
ols -
CTT
) use
d to
ass
ess c
ultu
re
and
valu
es•
Conc
eptu
ally,
ther
e ar
e so
me
simila
ritie
s with
the
6 Bo
x Le
ader
ship
Mod
el, b
ut th
ese
tool
s are
mor
e fo
cuse
d on
cul
ture
and
val
ues t
han
on o
ther
, m
ore
broa
der a
spec
ts o
f org
aniz
atio
nal v
alue
cr
eatio
n in
clude
d in
the
6 Bo
x Le
ader
ship
Mod
el
9781137352941_09_app.indd 199 9/25/2014 4:01:57 PM
0
Six Phases of Thematic Analysis Followed in this Research
Six phases of thematic analysis were followed in this research:
Phase 1: Familiarization with the data. This involved reading and re- reading relevant material, note- taking and creating a list of initial codesPhase 2: Generating initial codes. In this phase the initial codes were generated and the lists of the sources of patterns were produced in table formats. Data was collapsed into labels to create categories, and inferences about the meaning of codes were madePhase 3: Searching for themes. This involved combining codes into overarching themes and producing a list of themes for further analysis. Three primary approaches were used in developing themes systematically:1 Theory driven, Prior data or prior research driven, and Inductive (where generalizations are made from specific observations).
For example, Christensen’s RVP Framework2 was used as one source of prior research. As mentioned in Chapter 3, in their book The Innovator’s Solution,3 Clayton Christensen and Michael Raynor claim that resources, processes and values form a foundation of organizational capabilities. In this classification, resources include people, technology, products, cash, channels and brands. Processes include recruitment and training, R&D, manufacturing, market research and budgeting. Values include ethics, customer demands, cost structures, risk tolerance and emphasis on new
Appendix 4
Appendix 4
opportunities. These aspects were further researched and combined with other sources of data.
Phase 4: Reviewing themes. In this phase themes were analyzed to determine how they support the data Phase 5: Defining and naming themes. Each theme was defined and described, with the analysis of how these themes support the data Phase 6: Producing the report. In this phase a description of the results was produced.
2
Background Research: Key Projects, Research Methods Used, Key Findings, Key Output and the Link to the Six Boxes of the 6 Box Leadership Model
Appendix 5
tabl
e a5
.1
Key
proj
ects
, res
earc
h m
etho
ds u
sed,
key
find
ings
, key
out
put a
nd th
e lin
k to
the
six b
oxes
of t
he 6
Box
Lea
ders
hip
Mod
elPr
ojec
tRe
sear
ch M
etho
dKe
y Fi
ndin
gsSa
mpl
e O
utpu
tsLi
nk t
o th
e Si
x Bo
xes
Lead
ing
Kno
wle
dge
Wor
kers
• Tw
o in
- dep
th,
long
itudi
nal c
ase
stud
ies i
n kn
owle
dge-
in
tens
ive
orga
niza
tions
in
the
priv
ate
sect
or•
Qua
litat
ive
met
hod
(con
text
ana
lysis
), ob
serv
atio
ns,
sem
i- str
uctu
red
inte
rvie
ws (
60+)
, do
cum
enta
ry e
vide
nce
(tria
ngul
atio
n)•
Lite
ratu
re re
view
of
300+
art
icles
• Em
piric
al
guid
elin
es fo
r le
adin
g kn
owle
dge
wor
kers
• Th
eore
tical
m
odel
for l
eadi
ng
know
ledg
e w
orke
rs fo
r in
nova
tion
• Em
erge
nt
Lead
ersh
ip M
odel
• A
mar
D. A
mar
, Car
sten
Hen
trich
and
Vla
tka
Hlu
pic
(200
9) “T
o Be
a B
ette
r Le
ader
, Giv
e up
Aut
horit
y”, H
arva
rd B
usin
ess R
evie
w, D
ecem
ber i
ssue
, 87
:12,
22–
4. R
ecei
ved
the
Brig
ht Id
ea A
war
d in
Man
agem
ent o
f New
Jers
ey
Polic
y Re
sear
ch O
rgan
izat
ion
(NJP
RO) F
ound
atio
n•
Am
ar D
. Am
ar, C
arst
en H
entr
ich, B
ami B
asta
ni a
nd V
latk
a H
lupi
c (2
012)
“H
ow M
anag
ers S
ucce
ed b
y Le
ttin
g Em
ploy
ees L
ead”
, Org
aniza
tiona
l D
ynam
ics, i
nvite
d se
min
al p
aper
, 47:
1, 6
2– 71
• A
mar
D. A
mar
and
Vla
tka
Hlu
pic
(201
2) “S
ynth
esiz
ing
Know
ledg
e to
D
evel
op L
eade
rshi
p fo
r Man
agin
g in
Kno
wle
dge
Org
aniz
atio
ns”,
pre
sent
ed
at th
e A
cade
my
of M
anag
emen
t Con
fere
nce,
Bos
ton,
Aug
ust 2
012
• A
mar
Am
ar a
nd V
latk
a H
lupi
c (2
011)
“Lea
ders
hip
Func
tion
in K
now
ledg
e Ba
sed
Org
aniz
atio
ns”,
Pro
ceed
ings
of t
he B
ritish
Aca
dem
y of
Man
agem
ent
Conf
eren
ce, B
irmin
gham
, UK,
Sep
tem
ber 2
011
• A
mar
D. A
mar
, Bam
i Bas
tani
, Vla
tka
Hlu
pic
and
Cars
ten
Hen
trich
(200
8)
“How
to M
anag
e Em
ploy
ees W
hen
We
Cann
ot U
se A
utho
rity:
How
the
Theo
ry F
its P
ract
ice In
tern
atio
nally
”, P
DW
pre
sent
ed a
t the
Aca
dem
y of
M
anag
emen
t Con
fere
nce,
Ana
heim
, USA
, Aug
ust 2
008
• In
divi
dual
s•
Cultu
re
• Re
latio
nshi
ps•
Stra
tegy
•
Syst
ems
Valu
e Cr
eati
on f
rom
In
telle
ctua
l Ca
pita
l
• Th
ree
in- d
epth
lo
ngitu
dina
l cas
e st
udie
s in
know
ledg
e-
inte
nsiv
e or
gani
zatio
ns
in th
e pr
ivat
e se
ctor
• A
fram
ewor
k fo
r va
lue
crea
tion
from
Inte
llect
ual
Capi
tal
• Sa
jda
Qur
eshi
, Bob
Brig
gs a
nd V
latk
a H
lupi
c (2
006)
“Val
ue C
reat
ion
from
Inte
llect
ual C
apita
l: Co
nver
genc
e of
Kno
wle
dge
Man
agem
ent
and
Colla
bora
tion
in th
e In
telle
ctua
l Ban
dwid
th M
odel
”, Jo
urna
l of
Grou
p D
ecisi
on a
nd N
egot
iatio
n, sp
ecia
l iss
ue o
n “C
urre
nt A
dvan
ces i
n Co
llabo
ratio
n Pr
oces
s Sup
port
”, 1
5:3,
197
– 220
• In
divi
dual
s•
Cultu
re
• Re
latio
nshi
ps•
Stra
tegy
9781137352941_09_app.indd 203 9/25/2014 4:01:57 PM
tabl
e a5
.1
Cont
inue
dPr
ojec
tRe
sear
ch M
etho
dKe
y Fi
ndin
gsSa
mpl
e O
utpu
tsLi
nk t
o th
e Si
x Bo
xes
• Q
ualit
ativ
e m
etho
d (c
onte
xt a
naly
sis),
obse
rvat
ions
, se
mi- s
truc
ture
d in
terv
iew
s (12
0),
docu
men
tary
evi
denc
e (t
riang
ulat
ion)
• Li
tera
ture
revi
ew o
f 25
0+ a
rticl
es
• Fa
ctor
s tha
t co
ntrib
ute
to
inno
vatio
n in
or
gani
zatio
ns
• D
ee A
lwis,
Vla
tka
Hlu
pic
and
Geor
ge R
zevs
ki (2
003)
“Des
igni
ng
Org
aniz
atio
nal M
emor
y in
Kno
wle
dge
Inte
nsiv
e Co
mpa
nies
: A C
ase
Stud
y”,
in V
Hlu
pic
(ed.
) Kno
wle
dge
and
Busin
ess P
roce
ss M
anag
emen
t (Id
ea
Grou
p Pu
blish
ing)
, 137
– 53
• V
latk
a H
lupi
c, A
nast
hasia
Pou
loud
i and
Geo
rge
Rzev
ski (
2002
) “To
war
ds
an in
tegr
ated
app
roac
h to
Kno
wle
dge
Man
agem
ent:
‘Har
d’, ‘
Soft
’ and
‘A
bstr
act’
Issue
s”, K
now
ledg
e an
d Pr
oces
s Man
agem
ent,
the
Jour
nal o
f Co
rpor
ate T
rans
form
atio
n, 9
:0, 1
– 14
• D
ee A
lwis,
Vla
tka
Hlu
pic
and
Geor
ge F
itzge
rald
(200
3) “F
acto
rs T
hat C
ause
Va
lue
Crea
tion”
in L
. Bud
in, V
. Luz
ar- S
tiffle
r, Z.
Bek
ic an
d V.
Hlu
z- D
obric
(eds
) IC
Pro
ceed
ings
of t
he IT
I’03
(Info
rmat
ion
Tech
nolo
gy In
terfa
ce) C
onfe
renc
e,
Croa
tia, J
une,
SRC
E Un
iver
sity
Com
putin
g Ce
ntre
, 411
– 16
• D
ee A
lwis,
Vla
tka
Hlu
pic
and
Geor
ge R
zevs
ki (2
002)
“Bui
ldin
g Cr
itica
l O
rgan
izat
iona
l Kno
wle
dge:
A C
ase
Stud
y”, P
roce
edin
gs o
f the
ITI’0
2 (In
form
atio
n Te
chno
logy
Inte
rfac
e) C
onfe
renc
e, C
roat
ia, J
une,
SRC
E U
nive
rsity
Com
putin
g Ce
ntre
, 293
– 8
• Sy
stem
s•
Reso
urce
s
Fram
ewor
k fo
r O
rgan
izat
iona
l Re
silie
nce
• O
nlin
e su
rvey
with
88
org
aniz
atio
ns
in th
e pr
ivat
e an
d pu
blic
sect
ors,
6000
+ re
spon
dent
s•
Qua
ntita
tive
met
hod
for d
ata
anal
ysis
• A
fram
ewor
k fo
r or
gani
zatio
nal
resil
ienc
e•
Fact
ors t
hat
cont
ribut
e to
or
gani
zatio
nal
resil
ienc
e
• D
enis
Bour
ne, V
latk
a H
lupi
c an
d Ge
mm
a Cl
arks
on (2
011)
“Org
aniz
atio
nal
Resil
ienc
e”, R
esea
rch
repo
rt fo
r Kno
wle
dge
Conn
ect P
roje
ct•
Indi
vidu
als
• Cu
lture
•
Rela
tions
hips
• St
rate
gy
• Sy
stem
s
9781137352941_09_app.indd 204 9/25/2014 4:01:57 PM
Team
wor
k an
d Ch
ange
M
anag
emen
t
• Th
ree
in- d
epth
lo
ngitu
dina
l cas
e st
udie
s in
know
ledg
e-
inte
nsiv
e or
gani
zatio
ns•
Qua
litat
ive
met
hod
(gro
unde
d th
eory
, he
rmen
eutic
s),
obse
rvat
ions
, se
mi- s
truc
ture
d in
terv
iew
s (88
), do
cum
enta
ry e
vide
nce
(tria
ngul
atio
n)•
Lite
ratu
re re
view
of
250+
art
icles
• A
theo
ry fo
r le
adin
g te
ams
in th
e co
ntex
t of
chan
ge
man
agem
ent
• H
uman
and
or
gani
zatio
nal
fact
ors t
hat
cont
ribut
e to
the
succ
ess o
f cha
nge
man
agem
ent
proj
ects
• Jy
oti C
houd
rie, V
latk
a H
lupi
c an
d Za
hir I
rani
(200
2) “T
eam
s and
The
ir M
otiv
atio
n fo
r Bus
ines
s Pro
cess
Re-
engi
neer
ing”
, Int
erna
tiona
l Jou
rnal
of
Flex
ible
Man
ufac
turin
g Sy
stem
s, 14
, 45–
52•
Jyot
i Cho
udrie
and
Vla
tka
Hlu
pic
(200
0) “A
Cro
ss- C
ompa
rison
of
Re- e
ngin
eerin
g Te
ams U
nder
taki
ng B
usin
ess P
roce
ss C
hang
e”, J
ourn
al o
f In
telli
gent
Sys
tem
s, 10
: 5– 6
, 473
– 507
• Jy
oti C
houd
rie a
nd V
latk
a H
lupi
c (2
000)
“Ide
ntify
ing
and
Unde
rsta
ndin
g th
e H
uman
and
Org
aniza
tiona
l Asp
ects
that
Affe
ct th
e Tea
ms U
nder
taki
ng
Busin
ess P
roce
ss R
e- en
gine
erin
g”, i
n P.
Beyn
on- D
avie
s, M
.D. W
illiam
s an
d I.
Bees
on (e
ds) I
nfor
mat
ion
Syste
ms:
Rese
arch
, Tea
chin
g an
d Pr
actic
e (B
erks
hire
, UK:
McG
raw
Hill)
, 668
– 70.
Pre
sent
ed a
t UKA
IS 2
000,
Car
diff,
Apr
il •
Jyot
i Cho
udrie
and
Vla
tka
Hlu
pic
(200
2) “E
xpla
inin
g th
e D
evel
opm
ent
of th
e Re
- eng
inee
ring
Team
s usin
g Co
nflic
t, an
d Co
mm
unica
tion”
, Pr
ocee
ding
s of t
he S
econ
d In
tern
atio
nal C
onfe
renc
e on
Sys
tem
s Thi
nkin
g in
M
anag
emen
t ( IC
STM
- 200
2), A
pril,
B4,
8– 1
7•
Jyot
i Cho
udrie
and
Vla
tka
Hlu
pic
(200
1) “I
nves
tigat
ing
Team
s and
Bus
ines
s Pr
oces
s Cha
nge
Usin
g Ca
se S
tudi
es”,
Pro
ceed
ings
of t
he U
KAIS
200
1, U
K A
cade
my
of In
form
atio
n Sy
stem
s Con
fere
nce,
Por
tsm
outh
, UK,
Apr
il, 1
06– 1
5
• In
divi
dual
s•
Cultu
re
• Re
latio
nshi
ps
Alig
ning
O
rgan
izat
iona
l Cu
ltur
e an
d IT
Sy
stem
s fo
r O
rgan
izat
iona
l Ch
ange
Pro
ject
s
• Th
ree
in- d
epth
lo
ngitu
dina
l cas
e st
udie
s in
the
priv
ate
sect
or•
Qua
litat
ive
met
hod
(ded
uctiv
e te
stin
g of
cons
truc
ts),
obse
rvat
ions
,
• A
fram
ewor
k fo
r alig
ning
or
gani
zatio
nal
cultu
re a
nd
IT sy
stem
s fo
r suc
cess
ful
orga
niza
tiona
l ch
ange
pro
ject
s
• V
latk
a H
lupi
c, Jy
oti C
houd
rie a
nd N
ayna
Pat
el (2
000)
“The
REB
US
App
roac
h to
Bus
ines
s Pro
cess
Re-
engi
neer
ing”
, Cog
nitio
n, Te
chno
logy
and
W
orkp
lace
, 2:2
, 89–
96•
Vla
tka
Hlu
pic
(200
0) “I
mpr
ovin
g th
e Su
cces
s of B
usin
ess P
roce
ss C
hang
e:
The
REBU
S St
rate
gy”,
in P
. Bey
non-
Dav
ies,
M.D
. Will
iam
s, an
d I.
Bees
on
(eds
) Inf
orm
atio
n Sy
stem
s: R
esea
rch,
Teac
hing
and
Pra
ctice
(Ber
kshi
re, U
K:
McG
raw
Hill
), 19
2– 20
1. P
rese
nted
at U
KAIS
200
0, C
ardi
ff, A
pril
• V
latk
a H
lupi
c, N
ayna
Pat
el a
nd Jy
oti C
houd
rie (1
999)
“The
REB
US
• Cu
lture
• St
rate
gy•
Syst
ems
9781137352941_09_app.indd 205 9/25/2014 4:01:58 PM
Proj
ect
Rese
arch
Met
hod
Key
Find
ings
Sam
ple
Out
puts
Link
to
the
Six
Boxe
s
Busi
ness
Pr
oces
s Ch
ange
• O
ne in
- dep
th
long
itudi
nal c
ase
stud
y in
the
priv
ate
sect
or•
Qua
litat
ive
met
hod,
ob
serv
atio
ns,
sem
i- str
uctu
red
inte
rvie
ws (
15),
itera
tive
prot
otyp
e de
velo
pmen
t, do
cum
enta
ry e
vide
nce
(tria
ngul
atio
n)•
Lite
ratu
re re
view
of
200+
art
icles
• A
met
hodo
logy
for
busin
ess p
roce
ss
impr
ovem
ent
thro
ugh
dyna
mic
mod
ellin
g•
Fact
ors t
hat
cont
ribut
e to
pr
oces
s mod
ellin
g an
d ef
ficie
ncy
• Ta
mra
t W. T
ewol
debe
rhan
, Ale
xand
er V
erbr
aeck
and
Vla
tka
Hlu
pic
(201
0)
“Im
plem
entin
g a
Disc
rete
Eve
nt S
oftw
are
Sele
ctio
n M
etho
dolo
gy fo
r Su
ppor
ting
Dec
ision
Mak
ing
at A
ccen
ture
”, Jo
urna
l of t
he O
pera
tiona
l Re
sear
ch S
ocie
ty, 6
1, 1
446–
58
• Ve
sna-
Bosil
j- Vuk
sic, V
latk
o Ce
ric a
nd V
latk
a H
lupi
c (2
007)
“Crit
eria
for t
he
Eval
uatio
n of
Bus
ines
s Pro
cess
Sim
ulat
ion
Tool
s”, I
nter
disc
iplin
ary
Jour
nal o
f In
form
atio
n, K
now
ledg
e an
d M
anag
emen
t, 2,
73–
88•
Geor
ge G
iagl
is, V
latk
a H
lupi
c, G
ert- J
an D
e Vre
ede
and
Ale
xand
er V
erbr
aeck
(2
005)
“Syn
chro
nous
Des
ign
of In
form
atio
n Sy
stem
s and
Bus
ines
s Pro
cess
es
Usin
g D
ynam
ic Pr
oces
s Mod
ellin
g”, B
usin
ess P
roce
ss M
anag
emen
t Jou
rnal
, 11
:5, 4
88– 5
00•
Vla
tka
Hlu
pic
and
Gert
- Jan
de V
reed
e (2
005)
“Bus
ines
s Pro
cess
Mod
ellin
g us
ing
Disc
rete
- Eve
nt S
imul
atio
n: C
urre
nt O
ppor
tuni
ties a
nd F
utur
e Ch
alle
nges
” inv
ited
keyn
ote
pape
r in
the
inau
gura
l iss
ue o
f Int
erna
tiona
l Jo
urna
l of S
imul
atio
n an
d Pr
oces
s Mod
ellin
g, 1
:1/2
, 72–
8 •
Vla
tka
Hlu
pic,
Ger
t- Jan
de V
reed
e an
d A
less
andr
a O
rson
i (20
06)
“Mod
ellin
g an
d Si
mul
atio
n Te
chni
ques
for B
usin
ess P
roce
ss A
naly
sis a
nd
Re- E
ngin
eerin
g”, I
nter
natio
nal J
ourn
al o
f Sim
ulat
ion
Syst
ems S
cienc
e an
d Te
chno
logy
, 7: 4
– 5, 1
– 8•
Vla
tka
Hlu
pic
(200
3) “B
usin
ess P
roce
ss M
odel
ling:
Pot
entia
l Ben
efits
and
O
bsta
cles f
or W
ider
Use
”, In
tern
atio
nal J
ourn
al o
f Sim
ulat
ion
Syst
ems
Scie
nce
and
Tech
nolo
gy, S
pecia
l Iss
ue o
n Pe
rfor
man
ce M
odel
ling
and
Opt
imiz
atio
n, 4
:1&2
, 62–
7
• Sy
stem
s•
Reso
urce
s
tabl
e a5
.1
Cont
inue
d
9781137352941_09_app.indd 206 9/25/2014 4:01:58 PM
Pers
onal
D
evel
opm
ent
and
Enga
gem
ent
• Li
tera
ture
revi
ew o
f 20
0+ a
rticl
es•
Empi
rical
rese
arch
/ ac
tion
lear
ning
• EX
CELL
ENCE
fr
amew
ork
for p
erso
nal
deve
lopm
ent a
nd
enga
gem
ent
• V
latk
a H
lupi
c (2
006)
“EXC
ELLE
NCE
©: A
Hol
istic
Mod
el fo
r Exe
cutiv
e Co
achi
ng a
nd L
eade
rshi
p D
evel
opm
ent”
, Pro
ceed
ings
of t
he 5
th
Inte
rnat
iona
l Con
fere
nce
on S
tudy
ing
Lead
ersh
ip: K
now
ledg
e In
to A
ctio
n,
Cran
field
Man
agem
ent S
choo
l, U
K, D
ecem
ber
• In
divi
dual
s•
Rela
tions
hips
Man
agem
ent
Inno
vati
on
eXch
ange
M
anag
emen
t 2.
0 H
acka
thon
• Co
llabo
rativ
e, it
erat
ive
deve
lopm
ent o
f M
anag
emen
t 2.0
H
acks
• Pr
incip
les o
f M
anag
emen
t 2.0
• M
anag
emen
t 2.0
H
acks
• M
anag
emen
t 2.0
Hac
kath
on –
A R
epor
t (fo
rthc
omin
g)•
Four
man
agem
ent h
acks
led
by V
latk
a H
lupi
c: L
eadi
ng b
y le
ttin
g go
; H
olist
ic/sy
stem
ic m
anag
emen
t – co
nnec
ting
the
dots
; Usin
g po
ints
syst
em fo
r re
war
d m
anag
emen
t; Us
ing “
Trad
ition
ally
virt
ual”
orga
niza
tiona
l str
uctu
re
• In
divi
dual
s•
Cultu
re
• Re
latio
nshi
ps•
Stra
tegy
•
Syst
ems
• Re
sour
ces
9781137352941_09_app.indd 207 9/25/2014 4:01:58 PM
8
Examples of Some of the Factors in the 6 Box Leadership Model and Sources of Data
table a6.1 Examples of factors in the 6 Box Leadership Model and sources of data
Factors/Themes Sources Theory Prior
ResearchSpecific Observations
CultureMotivated employees √ √ √
Caring ethos √ √ √
Democratic culture √ √ √
Higher purpose √ √ √
Autonomy of employees √ √ √
Distributed authority √ √ √
Transparency √ √ √
Accountability √ √ √
Trust √ √ √
Values √ √ √Relationships Collaboration √ √ √
Effective working relationships √ √ √
Lack of relationship- based conflicts √ √ √
Facilitating informal networks √ √ √
Good communication √ √ √
Team building √ √ √
Appendix 6
Appendix 6
Factors/Themes Sources Theory Prior
ResearchSpecific Observations
Quality of internal relationships √ √ √
Established coaching processes √ √ √
Established mentoring processes √ √ √
Spontaneous interactions amongst employees √ √ √Individuals Attitude of employees √ √ √
Mindset of employees √ √ √
Skills of employees √ √ √
Opportunities for learning and development √ √ √
Motivation of employees √ √ √
Interpersonal skills √ √ √
Emotional intelligence √ √ √
Alignment of individual and organizational values √ √ √
Delegating responsibilities √ √ √
Sense of purpose and passion for work √ √ √StrategyCollaborative development of strategy √ √ √
Prioritizing long- term performance √ √ √
Aligning of people and systems √ √ √
Understanding of a strategic direction √ √ √
Innovation embedded in strategy √ √ √
Prioritizing people aspects of an organization √ √ √
Working collaboratively with stakeholders √ √ √
Avoiding micro- management √ √ √
Managing risk √ √ √
Focus on customer √ √ √Systems Self- organization of employees in communities √ √ √
Distribution of authority √ √ √
Experimenting with new ideas √ √ √
Flexibility of processes √ √ √
Distribution of decision- making √ √ √
(continued
Appendix 6210
Factors/Themes Sources Theory Prior
ResearchSpecific Observations
Transparent compensation system √ √ √
Eliminating activities that fail to add value √ √ √
Regular feedback on performance √ √ √
Talent retention √ √ √
Organizational learning processes √ √ √Resources Access to resources √ √ √
Compensation schemes √ √ √
Sharing of resources √ √ √
Access to information √ √ √
Accuracy of information √ √ √
Intellectual property rights √ √ √
IT infrastructure √ √ √
IT support √ √ √
Software tools for collaboration √ √ √
Physical infrastructure √ √ √
table a6.1 Continued
Examples of an Online Data Input in the 6 Box Leadership Model Online Tool
figure a7.1 The 6 Box Leadership data input example in the Culture box
Appendix 7
Appendix 7212
figure a7.2 The 6 Box Leadership demographic data input example
Examples of Statistical Tests Conducted
Normal distribution test
A normal distribution test was done on data in the sample using Cramer- von Mises coefficient with 95 percent confidence interval. As shown in Table A8.1, for all six groups of questions data is normally distributed.
table a8.1 Normal distribution test for measuring distribution of dataVariable Cramer- von Mises p Value S1- Culture >0.2500
S2 - Relationships >0.2500
S3 - Individuals 0.0676
S4 - Strategy 0.0755
S5 - Systems 0.1058
S6 - Resources 0.0963
Correlation between groups of questions
Table A8.2 shows Pearson Correlation Coefficients measuring correlation between groups of questions. It is interesting to note that there is some correlation between all groups of questions. The highest correlation is between S4, Strategy, and S5, Systems (0.81098), and the lowest correlation is between S3, Individuals, and S6, Resources (0.32277).
Appendix 8
Appendix 8214
table a8.2 Pearson Correlation Coefficients
Pearson Correlation CoefficientsProb > |r| under H0: Rho=0Number of Observations
S1 S2 S3 S4 S5 S6
S1 1.00000 0.60513 0.50891 0.76749 0.74916 0.63423
<.0001 <.0001 <.0001 <.0001 <.0001
456 422 440 393 423 405
S2 0.60513 1.00000 0.54813 0.55444 0.59498 0.44241
<.0001 <.0001 <.0001 <.0001 <.0001
422 423 420 378 407 389
S3 0.50891 0.54813 1.00000 0.41890 0.40096 0.32277
<.0001 <.0001 <.0001 <.0001 <.0001
440 420 441 393 423 406
S4 0.76749 0.55444 0.41890 1.00000 0.81098 0.69200
<.0001 <.0001 <.0001 <.0001 <.0001
393 378 393 394 385 371
S5 0.74916 0.59498 0.40096 0.81098 1.00000 0.76609
<.0001 <.0001 <.0001 <.0001 <.0001
423 407 423 385 424 404
S6 0.63423 0.44241 0.32277 0.69200 0.76609 1.00000
<.0001 <.0001 <.0001 <.0001 <.0001
405 389 406 371 404 406
Regression analysis
Regression analysis was performed to determine the relationships between six groups of questions. Table A8.3 summarizes the results obtained for all six categories (variables).
Appendix 8
table a8.3 Regression analysisVariable Regression Model S1- Culture S1=2.76056+0.40834S4+0.11982S2+0.25876S3+0.21503
S2 - Relationships S2=7.70747+0.13589S1+0.38247S3+0.16361S5
S3 - Individuals S3=33.32189+0.24632S1+0. 33190S2- 0.05057S5
S4 - Strategy S4=- 1.70497+0.28403S1+0.24458S5+0.13857S6
S5 - Systems S5=- 3.38784+0.36565S1+0.28866S2+0.69618S4+0.75992
S6 - Resources S6=4.90385+0.26383S5+0.15269S4
6
An Example of the 6 Box Leadership Model’s Aggregate Output
figure a9.1 The 6 Box Leadership diagnostic’s aggregate output example for one company
Appendix 9
Notes
Preface
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Notes220
55. C. Handy (1989) The Age of Unreason, New Thinking for a New World(London: Random House Business Books).
56. H. Mintzberg (1998) “Covert Leadership: Notes on Managing Professionals. Knowledge Workers Respond to Inspiration, Not supervision”, Harvard Business Review, 76, 140–7.
57. Hamel, The Future of Management.58. A.D. Amar and V. Hlupic (2012) “Synthesizing Knowledge to Develop
Leadership for Managing in Knowledge Organizations”, presented at the Academy of Management Conference, Boston, August 2012, http://program.aomonline.org/2012/subMenu.asp?mode=setmenu&menuid=14
59. http://www.managementexchange.com/60. http://www.managementexchange.com/ m20- principles61. K. Hopper and W. Hopper (2007) The Puritan Gift: Reclaiming the American
Dream Amidst Global Financial Chaos (London: I.B Tauris & Co. Ltd).62. J. Bergstrand (2009) Reinvent Your Enterprise (Charleston: Book Surge
Publishing).63. P.F. Drucker (1993) Post- Capitalist Society (1st edn) (New York: HarperBusiness).64. Drucker, The Practice of Management.65. P.F. Drucker (1999) Management Challenges for the 21st Century (Oxford:
Butterworth- Heinemann). 66. P. Drucker (1959) The Landmarks of Tomorrow (New York: Harper & Row).67. P. Drucker (1966) The Effective Executive (New York: HarperCollins).68. P.F. Drucker (1992) Managing for the Future (Oxford: Butterworth-
Heinemann).69. Amar, Hentrich and Hlupic, “To Be a Better Leader, Give up Authority”.70. http ://www.forbes.com/sites/stevedenning/2013/01/05/ the- new-
management- paradigm- john- mackeys- whole- foods/71. http://www.hbs.edu/competitiveness/pdf/ competitiveness- at- a- crossroads.pdf72. http://www.forbes.com/sites/stevedenning/2013/03/10/ the- surprising-
reasons- why- america- lost- its- ability- to- compete/73. http ://www.forbes.com/sites/stevedenning/2011/11/18/ clayton-
christensen- how- pursuit- of- profits- kills- innovation- and- the- us- economy/74. R. Martin (2011) Fixing the Game: Bubbles, Crashes and What Capitalism Can
Learn from the NFL (Boston: Harvard Business Review Press). 75. Mackey and Sisodia, Conscious Capitalism.76. Ibid, 21.77. M. Jensen and W. Meckling (1976) “Theory of the Firm: Managerial Behavior,
Agency Costs and Ownership Structure”, Journal of Financial Economics 305–60.
78. O.E. Williamson (1975) Markets and Hierarchies: Analysis and Antitrust Implications (New York: Free Press).
Notes
79. M.E. Porter (1980) Competitive Strategy: Techniques for Analyzing Industries and Firms (New York: Free Press).
80. S. Ghoshal (2005) “Bad Management Theories Are Destroying Good Management Practice”, Academy of Management Learning & Education 75– 91.
81. M. Friedman (2002) Capitalism and Freedom (40th Anniversary edn) (Chicago: The University of Chicago Press).
82. E.L. Boyer (1997) Scholarship Reconsidered (New York: John Wiley & Sons). 83. L.W. Porter and L.E. McKibbin (1988) Management Education and
Development: Drift or Thrust into the 21st Century (New York: McGraw- Hill). 84. H.J. Leavitt (1989) “Educating our MBAs: On Teaching What We Haven’t
Taught”, California Management Review, 31:3, 38–50. 85. H. Mintzberg and J. Gosling (2002) “Educating Managers Beyond Borders”,
Academy of Management Learning & Education, 1:1, 64–76. 86. J. Pfeffer and C.T. Fong (2002) “The End of Business Schools? Less Success than
Meets the Eye”, Academy of Management Learning & Education, 1:1, 78–95. 87. Ghoshal, “Bad Management Theories”. 88. R. Khurana (2007) From Higher Aims to Hired Hands, The Social
Transformation of American Business Schools and an Unfulfilled Promise of Management as a Profession (Princeton: Princeton University Press).
89. Ibid, 364. 90. Mackey and Sisodia, Conscious Capitalism. 91. T.S. Khun (1962) The Structure of Scientific Revolution (Chicago: University
of Chicago Press). 92. F.W. Taylor (1911) Principles of Scientific Management (New York: Harper &
Brothers). 93. R. Lewin and B. Regine (1999) The Soul at Work, Unleashing the Power of
Complexity Science for Business Success (London: Orion Business). 94. M.J. Wheatley (1999) Leadership and the New Science, Discovering Order in
a Chaotic World (San Francisco: Berrett- Koehler). 95. Lewin and Regine, The Soul at Work. 96. J.H. Clippinger (1999) The Biology of Business, Decoding the Natural Laws of
Enterprise (San Francisco: Jossey- Bass). 97. http://www.slideshare.net/HubSpot/ the- hubspot- culture- code- creating-
a- company- we- love?utm_source=slideshow&utm_medium=ssemail&utm_campaign=weekly_digest
98. R. Wartzman (2013) “Groupon’s Andrew Mason’s Biggest Regrets”, Forbeshttp://www.forbes.com/sites/drucker/2013/03/05/ groupons- masons- regrets/
99. T. Peters (1999) The Circle of Innovation: You Can’t Shrink Your Way to Greatness (New York: Random House).
100. Mackey and Sisodia, Conscious Capitalism.
Notes222
101. R. Sisodia, D.B. Wolfe and J. Sheth (2007) Firms of Endearment: How World- Class Companies Profit from Passion and Purpose (New Jersey: Wharton School Publishing).
102. Ibid, 16.103. J. Collins (2001) Good to Great: Why Some Companies Make a Leap... and
Others Don’t (New York: HarperCollins).104. Mackey and Sisodia, Conscious Capitalism, 278.105. http://money.cnn.com/magazines/fortune/ best- companies/106. http://m1.ethisphere.com/wme2013/index.html107. Mackey and Sisodia, Conscious Capitalism, 280.108. J. Kotter and J. Heskett (1992) Corporate Culture and Performance
York: Free Press). 109. M.F. Sully de Luque, N. Washburn, D.A. Waldman and R.J. House (2008)
“Unrequited Profits: The Relationship of Economic and Stakeholder Values to Leadership and Performance”, Administrative Science Quarterly, 53: 626–54
110. Mackey and Sisodia, Conscious Capitalism, 284–9.111. http://www.managementexchange.com/ m20- principles112. Sisodia, Wolfe and Sheth, Firms of Endearment.113. http://www.betacodex.org/node/506114. http://www.worldblu.com/ awardee- profiles/2013.php
2. The Need for a New Type of Leadership
1. S. Covey (2004) The 8th Habit (New York: Free Press/Simon & Schuster). 2. http://govleaders.org/quotes6.htm 3. A.D. Amar and V. Hlupic (2012) “Synthesizing Knowledge to Develop
Leadership for Managing in Knowledge Organizations”, presented at the Academy of Management Conference, Boston, August 2012, http://program.aomonline.org/2012/subMenu.asp?mode=setmenu&menuid=14
4. R. Roberts (2012) “Did anyone learn anything from the Equitable Life? Lessons and Learning from Financial Crises”, Institute of Contemporary British History, King’s College London.
5. G. Hamel (2012) What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable Innovation (San Francisco: Jossey- Bass).
6. http://www.goodreads.com/author/quotes/18541.Tim_O_Reilly 7. J. Lipman- Blumen (2011) “A Peace Plan: Make it Happen, A Connective
Leadership Strategy for Global, Enduring and Sustainable Peace”, presented at International Leadership Association (ILA) 12th Annual Meeting, London, October 2011.
Notes
8. C. Handy (2002) The Hungry Spirit: New Thinking for a New World (London: Arrow), 9.
9. http://www.consciouscapitalism.org/purpose10. A. De Geus (1997) The Living Company – Habits for the Survival in a Turbulent
Business Environment (Boston: Harvard Business School Press).11. Ibid.12. Ibid.13. P. Drucker (2001) The Essential Drucker (New York: HarperBusiness).14. P. Drucker (1954) The Practice of Management (New York: HarperCollins).15. T. Sanders (2002) Love is the Killer App: How to Win Business and Influence
Friends (New York: Three Rivers Press). 16. K. Roberts (2005) Lovemarks: The Future Beyond Brands (New York: Power
House Books).17. R. Sisodia, D.B. Wolfe, J. Sheth (2007) Firms of Endearment: How World- Class
Companies Profit from Passion and Purpose (New Jersey: Wharton School Publishing).
18. http://brandvelocity.com/#/values/19. V. Hlupic (2010) “Supporting Innovation Through Emergent Leadership”,
Strategy Magazine, October 2010, 25, 20–3.20. Amar and Hlupic, “Synthesizing Knowledge”.21. A.D. Amar, C. Hentrich and V. Hlupic (2009) “To Be a Better Leader, Give up
Authority”, Harvard Business Review, 87:12, 22–4.22. A.D. Amar, C. Hentrich, B. Bastani and V. Hlupic (2012) “How Managers
Succeed by Letting Employees Lead”, Organizational Dynamics, 62–71.
23. http://humanresources.about.com/od/workrelationships/a/quotes_leaders.htm24. http://www.forbes.com/sites/kevinkruse/2012/10/16/ quotes- on- leadership/25. D. Plowman, L.T. Baker, T. Beck, M. Kulkarni, S. Solansky and D. Travis
(2007) “The Role of Leadership in Emergent, Self- organization”, Leadership Quarterly, 18, 341– 56.
26. P.E. Plsek and T. Wilson (2001) “Complexity, Leadership and Management in Healthcare Organizations”, British Medical Journal, 323, 746–9.
27. M. Uhl- Bien, R. Marion and B. McKelvey (2004) “Emergent Leadership in Virtual Teams: What do Emergent Leaders Do?” Information and Organization 27–58.
28. J. Pfeffer (2005) “Producing Sustainable Competitive Advantage Through the Effective Management of People”, The Academy of Management Executive19, 95– 108.
29. S.D. Parks (2005) Leadership Can be Taught: A Bold Approach for a Complex World (Boston: Harvard Business Review Press).
Notes224
30. M. Uhl- Bien, R. Marion and B. McKelvey (2007) “Complexity Leadership Theory: Shifting Leadership from the Industrial Age to the Knowledge Era”, Leadership Quarterly, 18, 298–318.
31. R. Osborn and J. Hunt (2007) “Leadership and the Choice of Order: Complexity and Hierarchical Perspectives Near the Edge of Chaos”, Leadership Quarterly, 18, 319– 40.
32. R. Marion and M. Uhl- Bien (2001) “Leadership in Complex Organizations”, Leadership Quarterly, 12, 389–418.
33. Uhl- Bien, Marion and McKelvey, “Complexity Leadership Theory”, 18, 298–318.34. C. Hooker and M. Csekszentmihalyi (2003) “Flow, Creativity and Shared
Leadership” in C.L. Pearce and J.A. Conger (eds) Shared Leadership: Reframing the Hows and Whys of Leadership (London: Sage).
35. Osborn and Hunt, “Leadership and the Choice of Order”, 18, 319– 40.36. A. Martin (2007) “The Future of Leadership: Where do we go from here?”
Industrial and Commercial Training, 39, 3–8.37. J. Appelo (2012) Management 3.0: Leading Agile Developers, Developing
Agile Leaders (Boston: Pearson Education).38. B. Joiner and S. Josephs (2007) “Developing Agile Leaders”, Industrial &
Commercial Training; 39:1, 35–42.39. Amar and Hlupic, “Synthesizing Knowledge”.40. Amar, Hentrich and Hlupic, “To Be a Better Leader, Give up Authority”.41. Amar, Hentrich, Bastani and Hlupic, “How Managers Succeed by Letting
Employees Lead”.42. P. Drucker (1959) The Landmarks of Tomorrow (New York: Harper & Row).43. P. Drucker (1966) The Effective Executive (New York: HarperCollins).44. P.F. Drucker (2001) Management Challenges for the 21st Century (Oxford:
Elsevier Ltd).45. Ibid.46. P.F. Drucker (1992) Managing for the Future (Oxford: Butterworth-
Heinemann).47. A.D. Amar (2002) Managing Knowledge Workers – Unleashing Innovation
and Productivity (Connecticut: Quorum Books).48. http://www.forbes.com/sites/haydnshaughnessy/2011/10/08/ what- is- the-
creative- economy- really/49. http://www.vanityfair.com/politics/2012/01/ stiglitz- depression- 20120150. http://www.forbes.com/sites/stevedenning/2012/01/31/ is- the- us- in- a-
phase- change- to- the- creative- economy/51. R. Florida (2003) The Rise of Creative Class: And How It’s Transforming Work,
Leisure, Community, and Everyday Life (Cambridge, MA: Basic Books).52. http://www.billgeorge.org/page/ gary- hamel- we- arent- in- the- knowledge-
economy- were- in- the- creative- economy
Notes
53. http://www.mckinsey.com/Insights/Organization/Leaders_everywhere_A_conversation_with_Gary_Hamel?cid= other- eml- alt- mip- mck- oth- 1305
54. http ://themamabee.wordpress.com/2009/03/27/ management- friday- googles- 8020- innovation- model/
55. http://www.billgeorge.org/page/ gary- hamel- we- arent- in- the- knowledge- economy- were- in- the- creative- economy
56. R. Goffee and G. Jones (2007) “Leading Clever People”, Harvard Business Review, March, 72–9.
57. D. Plowman, L.T. Baker, T. Beck, M. Kulkarni, S. Solansky and D. Travis (2007b) “The Role of Leadership in Emergent, Self- organization”, Leadership Quarterly, 18, 341– 56.
58. D. Pink (2009) Drive: The Surprising About Truth What Motivates UsYork: Riverhead Books).
59. T. Davenport (2005) Thinking for a Living, How to Get Better Performances and Results from Knowledge Workers (Boston: Harvard Business Review Press).
60. K.E. Sveiby and T. Lloyd (1987): Managing Knowhow (London: Bloomsbury).61. Drucker, Management Challenges for the 21st Century. 62. Amar and Hlupic, “Synthesizing Knowledge”.63. J. Rank, N.E. Nelson, T.D. Allen and X. Xu (2009) “Leadership Predictors
of Innovation and Task Performance: Subordinates’ Self- esteem and presentation as Moderators”, Journal of Occupational and Organizational Psychology, 82, 465–89.
64. H. Mintzberg (2008) How Productivity Killed American Enterprise, http://www.henrymintzberg.com/pdf/productivity2008.pdf
65. http://www.mckinsey.com/Insights/Organization/Leaders_everywhere_A_conversation_with_Gary_Hamel?cid= other- eml- alt- mip- mck- oth- 1305
66. http://www.forbes.com/sites/stevedenning/2013/05/01/ leadership- in- the- three- speed- economy/
67. http://www.forbes.com/sites/stevedenning/2012/01/13/ stoos- facilitating- a- tipping- point- for- organizations/
68. Amar and Hlupic, “Synthesizing Knowledge”.69. J.B. Rotter (1966) “Generalized Expectancies for Internal Versus External
Control of Reinforcement”, Psychological Monographs, 80, 1–28.70. Amar and Hlupic, “Synthesizing Knowledge”.71. Amar, Hentrich and Hlupic, “To Be a Better Leader, Give up Authority”.72. Amar, Hentrich, Bastani and Hlupic, “How Managers Succeed by Letting
Employees Lead”.73. http://online.wsj.com/article/SB100014240527023048113045773657829953
20366.html74. http://money.cnn.com/magazines/fortune/fortune_archive/2006/10/02/
8387489/
Notes226
75. Amar, Hentrich, Bastani and Hlupic, “How Managers Succeed by Letting Employees Lead”.
76. Turnover increased from $4m in 1980 to $160m in 2003; S. Caulkin (2003) “Who’s in Charge Here? No one” Observer, 27 April.
77. R. Semler (1993) Maverick! The Success Story Behind the World’s Most Unusual Workplace (London: Random House).
78. R. Semler (2003) The Seven- Day Weekend, A Better Way to Work in the 21century (London: Random House).
79. Ibid.80. V. Nayar (2010) Employees First, Customers Second (Boston: Harvard Business
School Publishing) 181–2.81. P.F. Drucker (1993) Post- Capitalist Society (1st edn) (New York: HarperBusiness).82. http ://www.consultingmag.com/article/ART1078213?C=XW6913
PLPToyS1JO83. http://ycharts.com/companies/WFM/revenues_ttm84. J. Macker and R. Sisodia (2013) Conscious Capitalism: Liberating the Heroic
Spirit of Business (Boston: Harvard Business Review Press).85. http://www.gore.com/en_gb/aboutus/culture/index.html86. Amar, Hentrich, Bastani and Hlupic, “How Managers Succeed by Letting
Employees Lead”.87. http://www.businessinsider.com/ zappos- ceo- tony- hsieh- on- leadership- 2012- 9
3. Insights from the Leading Management Thinkers – From the Why and What to the How
1. S. Sinek (2009) Start with Why: How Great Leaders Inspire Everyone to Take Action (New York: Penguin).
2. D. Seidman (2007) How: Why HOW we Do Anything Means Everything(New Jersey: Wiley).
3. http://www.thinkers50.com/ 4. http://www.stevedenning.com/site/Default.aspx 5. A.D. Amar and V. Hlupic (2012) “Synthesizing Knowledge to Develop
Leadership for Managing in Knowledge Organizations”, presented at the Academy of Management Conference, Boston, August 2012, http://program.aomonline.org/2012/subMenu.asp?mode=setmenu&menuid=14
6. A.D. Amar and V. Hlupic (2011) “Leadership Function in Knowledge Based Organizations”, Proceedings of the British Academy of Management Conference, Birmingham, UK, September 2011.
7. R. Gunter McGrath (2013) The End of Competitive Advantage (Boston: Harvard Business Press).
8. R.A. D’Aveni (2012) Strategic Capitalism: The New Economic Strategy for Winning the Capitalist Cold War (New York: McGraw- Hill).
Notes
9. S.L. Brown and K.M. Eisenhardt (1998) Competing on the Edge: Strategy as Structured Chaos (Boston: Harvard Business School Press).
10. Y. Doz and M. Kosonen (2007) Fast Strategy: How Strategic Agility Will Help You Stay Ahead of the Game (Harlow, UK: Pearson Education Limited).
11. O. Brafman and R.A. Beckstrom (2006) The Starfish and the Spider: The Unstoppable Power of Leaderless Organizations (New York: Penguin Group).
12. M. McKeown (2012) Adaptability: The Art of Winning in an Age of Uncertainty (London: Kogan Page).
13. D. Tapscott and D. Ticoll (2003) The Naked Corporation: How the Age of Transparency will Revolutionize Business (New York: Simon & Schuster).
14. C. Li (2010) Open Leadership: How Social Technology Can Transform the Way You Lead (San Francisco: Jossey- Bass).
15. D. Tapscott (1996) The Digital Economy: Promise and Peril in the Age of Networked Intelligence (New York: McGraw- Hill).
16. D. Tapscott and A.D. Williams (2006) Wikinomics: How Mass Collaboration Changes Everything (New York: Penguin Group).
17. P. Drucker (1954) The Practice of Management (New York: HarperCollins). 18. R. Martin (2011) Fixing the Game (Boston: Harvard Business School Review
Press).19. S. Denning (2010) The Leader’s Guide to Radical Management – Reinventing
the Workplace for the 21st Century (San Francisco: John Wiley & Sons).20. R. Gulati (2009) Reorganize for Resilience (Boston: Harvard Business School
Publishing Corporation).21. F. Reichheld and R. Markey (2011) The Ultimate Question 2.0: How Net
Promoter Companies Thrive in a Customer- Driven World (Boston: Harvard Business School Publishing).
22. Li, Open Leadership.23. J. Mackey and R. Sisodia (2013) Conscious Capitalism: Liberating the Heroic
Spirit of Business (Boston: Harvard Business Review Press).24. G. Hamel (2007) The Future of Management (Boston: Harvard Business
School Publishing).25. R. Sisodia, D.B. Wolfe and J. Sheth (2007) Firms of Endearment: How World-
Class Companies Profit from Passion and Purpose (New Jersey: Wharton School Publishing).
26. P. Kotler, D. Hessekiel and N.R. Lee (2012) Good Works! Marketing and Corporate Initiatives that Build a Better World... and a Bottom LineJersey: John Wiley & Sons).
27. M. Porter and M. Kramer (2011) “Creating Shared Value”, Harvard Business Review, http://hbr.org/2011/01/ the- big- idea- creating- shared- value/ar/1
28. L. Stout (2012) The Shareholder Value Myth: How Putting Shareholders First Harms Investors, Corporations, and the Public (San Francisco: Berrett- Koehler).
29. P.F. Drucker (1993) Post- Capitalist Society (1st edn) (New York: HarperBusiness).
Notes228
30. R. Moss Kanter (2009) SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth and Social Good (New York: Crown Business).
31. N. Vitalari and H. Shaughnessy (2012) Elastic Enterprise: The New Manifesto for Business Revolution (Longboat Key, FL: Telemachus Press).
32. J. Hagel III, J. Seely Brown and L. Davison (2010) The Power of Pull – How Small Moves, Smartly Made, Can Set Big Things in Motion (New York: Basic Books).
33. http://www.brainyquote.com/quotes/keywords/innovation.html#Y2wY0it ZpMCdfXTO.99
34. T. Peters (1997) Circle of Innovation: You Can’t Shrink Your Way to Greatness(California: Excel/A California Partnership).
35. http ://blogs.hbr.org/2013/10/ 11- ways- big- companies- undermine- innovation/
36. http ://www.brainyquote.com/quotes/keywords/innovation.html#rmi6 KL1QGzKLA5t5.99
37. http://www.brainyquote.com/quotes/keywords/innovation.html#Y2wY0it ZpMCdfXTO.99
38. C. Christensen (1997) The Innovator’s Dilemma: The Revolutionary Book That Will Change the Way You Do Business (Boston: Harvard Business Press).
39. C. Christensen (2003) The Innovator’s Solution: Creating and Sustaining Successful Growth (Boston: Harvard Business School Publishing Corporation).
40. J. Dyer, H. Gregersen and C. Christensen (2011) The Innovator’s DNA: Mastering the Five Skills of Disruptive Innovators (Boston: Harvard Business Review Press).
41. S. Godin (2011) Poke the Box: When Was the Last Time You Did Something for the First Time? (New York: The Domino Project, Do You Zoom).
42. S.D. Anthony (2009) The Silver Lining: An Innovation Playbook for Uncertain Times (Boston: Harvard Business Press).
43. V. Govindarajan and C. Trimble (2010) The Other Side of Innovation: Solving the Execution Challenge (Boston: Harvard Business Press).
44. C.K. Prahalad and M.S. Krishnan (2008) The New Age of Innovation: Driving Co- created Value through Global Networks (New York: McGraw- Hill).
45. V.V. Vaitheeswaran (2012) Need, Speed and Greed: How the New Rules of Innovation Can Transform Businesses, Propel Nations to Greatness, and Tame the World’s Most Wicked Problems (New York: HarperBusiness).
46. H. Chesbrough (2005) Open Innovation, The New Imperative for Creating and Profiting from Technology (Boston: Harvard Business Press).
47. S. Abrahamson, P. Ryder and B. Unterberg (2013) Crowdstorm: The Future of Innovation, Ideas, and Problem Solving (New York: John Wiley & Sons).
48. D. Tapscott and A.D. Williams (2012) Macrowikinomics – Rebooting Business and the World (New York: Portfolio).
Notes
49. D. Grey and T. Vander Wal (2012) The Connected Company (Sebastopol, CA: O’Reilly Media).
50. V. Govindarajan and C. Trimple (2012) Reverse Innovation: Create Far From Home, Win Everywhere (Boston: Harvard Business Review Press).
51. F. Hesselbein, M. Goldsmith and I. Somerville (eds) (2002) Leading for Innovation and Organizing For Results (San Francisco: Jossey- Bass).
52. N. Herman (1996) The Whole Brain Business Book: Harnessing the Power of the Whole Brain Organization and the Whole Brain Individual (New York: McGraw- Hill).
53. N. Radjou, J. Prabhu and S. Ahuja (2012) Jugaad Innovation: Think Frugal, Be Flexible, Generate Breakthrough Growth (San Francisco: Jossey- Bass).
54. G. Shapiro (2013) Ninja Innovation: The Ten Killer Strategies of the World’s Most Successful Businesses (New York: William Morrow).
55. C.T. Foo (2007) “Steve Jobs, Ch’an Buddhism and Innovation”, Chinese Management Studies, 6:1, http://www.emeraldinsight.com/journals.htm?articleid=17024799
56. http://journal.uwest.edu/index.php/hljhb/article/download/116/18257. http://www.imagethink.net/ imagethink- 2/ buddhist- geeks/58. http://www.gallup.com/strategicconsulting/164735/ state- global- workplace.
aspx59. http://www.haygroup.com/EngagementMatters/press/uk.aspx60. D. Bowles and C. Cooper (2012) The High Engagement Work Culture:
Balancing Me and We (Basingstoke, UK: Palgrave Macmillan).61. J. Haudan (2008) The Art of Engagement, Bridging the Gap Between People
and Possibilities (New York: McGraw- Hill).62. G. Bains (2007) Meaning, Inc., The Blueprint for Business Success in the
21st Century (London: Profile Books). 63. J. Kourdi and J. Davies (2010) The Truth about Talent: A Guide to Building
a Dynamic Workforce, Realizing Potential, and Helping Leaders Succeed(New York: John Wiley & Sons).
64. D. Ulrich and W. Ulrich (2010) The Why of Work – How Great Leaders Build Abundant Organizations that Win (New York: McGraw- Hill).
65. S. Ponterfact (2013) Flat Army – Creating a Connected and Engaged Organization (New York: John Wiley & Sons).
66. J.E. Glaser (2006) The DNA of Leadership: Leverage Your Instincts to Communicate, Differentiate, Innovate (Liverpool: Platinum Press).
67. S. Denning (2005) The Leader’s Guide to Storytelling – Mastering the Art and Discipline of Business Narrative (San Francisco: Jossey- Bass).
68. M. Buckingham (2005) The One Thing You Need to Know…About Great Managing, Great Leading, and Sustained Individual Success (New York: Free Press).
Notes230
69. G. Kawasaki (2011) Enchantment – The Art of Changing Hearts, Minds, and Actions (New York: Portfolio).
70. J.M. Kouzes and B.Z. Posner (2002) The Leadership Challenge – How to Keep Getting Extraordinary Things Done in Organizations (San Francisco: Jossey- Bass).
71. J. Adair (2003) The Inspirational Leader – How to Motivate, Encourage and Achieve Success (London: Kogan Page).
72. D. Goleman, R. Boyatzis and A. McKee (2002) The New Leaders – Transforming the Art of Leadership into the Science of Results (London: Little, Brown).
73. R. Goffee and G. Jones (2013) “Creating the Best Workplace on Earth”, Harvard Business Review, May 2013, 99–106.
74. M. Buckingham (2007) Go Put Your Strengths to Work, 6 Powerful Steps to Achieve Outstanding Performance (New York: One Thing Productions).
75. M. Buckingham (2008) The Truth About You – Your Secret to SuccessYork: Thomas Nelson).
76. M. Goldsmith and M. Reiter (2010) Mojo – How to Get It, How to Keep It, and How to Get It Back If You Lose It (New York: Hyperion).
77. T. Amabile and A. Kramer (2011) The Progress Principle – Using Small Wins to Ignite Joy, Engagement, and Creativity at Work (Boston: Harvard Business Review Press).
78. T. Schwartz, J. Gomes and C. McCarthy (2010) The Way We’re Working Isn’t Working – The Four Forgotten Needs That Energize Great Performance(New York: Free Press).
79. C. Conley (2007) Peak – How Great Companies Get Their Mojo from Maslow(San Francisco: Jossey- Bass).
80. L. Earle McLeod (2012) Selling with Noble Purpose – How to Drive Revenue and Do Work that Makes You Proud (New York: John Wiley & Sons).
81. Mackey and Sisodia, Conscious Capitalism.82. Sisodia, Wolfe and Sheth, Firms of Endearment.83. G. Hamel (2012) What Matters Now – How to Win in a World of Relentless
Change, Ferocious Competition, and Unstoppable Innovation (San Francisco: Jossey- Bass).
84. http://www.druckerforum.org/2013/ the- event/85. http://www.forbes.com/sites/stevedenning/2013/11/18/ a- new- center- of-
gravity- for- management/?goback=%2Egde_3976256_member_58082589 60075038721#%21
4. The Emergent Leadership Model: From the Stagnating to the Unbounded Culture
1. K. Wilber (1997) “An Integral Theory of Consciousness”, Journal of Consciousness Studies, 4:1, 71– 92.
Notes
2. J. Loevinger (1976) Ego Development ( Jossey- Bass: San Francisco). 3. A.H. Maslow (1943) “A Theory of Human Motivation”, Psychological Review,
50:4, 370–96. 4. D. Beck and C. Cowan (1996) Spiral Dynamics: Mastering Values, Leadership
and Change (Malden: Blackwell Business). 5. J. Loevinger (1970) Measuring Ego Development (San Fransciso: Jossey- Bass). 6. S.R. Cook- Greuter (2004) “Making the Case for a Developmental Perspective”,
Industrial and Commercial Training, 36:7, 275–81. 7. R. Barrett (2010) The New Leadership Paradigm – Leading Self, Leading
Others, Leading an Organization, Leading in Society (London: Values Centre). 8. B. Schneider (2008) Energy Leadership – Transforming Your Workplace and
Your Life from the Core (New Jersey: John Wiley & Sons). 9. L. Kohlberg (1973) “The Claim to Moral Adequacy of a Highest Stage of
Moral Judgment”, Journal of Philosophy, 70:18, 630– 46.10. D. Logan, J. King and H. Fischer- Wright (2008) D. Logan, King J., and Fischer-
Wright H. (2008), Tribal Leadership: How Successful Groups Form Organically: Leveraging Natural Groups to Build a Thriving Organization (New York: HarperCollins).
11. A. Koestler (1967) The Ghost in the Machine (1990 reprint edn) (London: Penguin Group).
12. D. Goleman and R. Boyatzis (2008) “Social Intelligence and the Biology of Leadership”, Harvard Business Review, September 2008, http://hbr.org/2008/09/ social- intelligence- and- the- biology- of- leadership/ar/
13. A.D. Amar, C. Hentrich and V. Hlupic (2009) “To Be a Better Leader, Give up Authority”, Harvard Business Review, 87:12, 22–4.
14. A.D. Amar, C. Hentrich, B. Bastani and V. Hlupic (2012) “How Managers Succeed by Letting Employees Lead”, Organizational Dynamics, 62– 71.
15. A.D. Amar and V. Hlupic (2012) “Synthesizing Knowledge to Develop Leadership for Managing in Knowledge Organizations”, presented at the Academy of Management Conference, Boston, August 2012, http://program.aomonline.org/2012/subMenu.asp?mode=setmenu&menuid=14
16. A.D. Amar and V. Hlupic (2011) “Leadership Function in Knowledge Based Organizations”, Proceedings of the British Academy of Management Conference, Birmingham, UK, September 2011.
17. V. Hlupic, A. Braganza, B. Lewin and C. Hentrich (2011) “Emergent Capabilities: A Framework for Strategy in Practice”, Proceedings of the British Academy of Management Conference, Birmingham, UK, September 2011.
18. A.D. Amar, B. Bastani, V. Hlupic and C. Hentrich (2008) “How to Manage Employees When We Cannot Use Authority: How the Theory Fits Practice Internationally”, PDW presented at the Academy of Management Conference, Anaheim, USA, August 2008.
Notes232
19. V. Hlupic (2006) “EXCELLENCE©: A Holistic Model for Executive Coaching and Leadership Development”, Proceedings of the 5th International Conference on Studying Leadership: Knowledge Into Action, Cranfield Management School, UK, December.
20. Logan, King and Fischer- Wright, Tribal Leadership.21. Ibid.22. Ibid.23. Goleman and Boyatzis, “Social Intelligence and the Biology of Leadership”.24. R. Roberts (2012) “Did Anyone Learn Anything from the Equitable Life?
Lessons and Learning from Financial Crises”, Institute of Contemporary British History, King’s College London.
25. R. Connors and T. Smith (2011) Change the Culture, Change the Game – The Breakthrough Strategy for Energizing Your Organization and Creating Accountability for Results (New York: Portfolio).
26. J. Bergstrand (2009) Reinvent Your Enterprise – Through Better Knowledge Work (Atlanta: Brand Velocity).
27. L. Gratton (2007) Hot Spots: Why Some Teams, Workplaces, and Organizations Buzz with Energy, and Other’s Don’t (San Francisco: Berrett- Koehler Publishers).
28. D. Pink (2009) Drive: The Surprising Truth about What Motivates Us (New York: Riverhead Books).
29. S.M.R. Covey and R.R. Merrill (2006) The Speed of Trust – The One Thing that Changes Everything (San Francisco: Free Press).
30. W. Bennis, D. Goleman and J. O’Toole (2008) Transparency – How Leaders Create a Culture of Candor (San Francisco: Jossey- Bass).
31. Amar, Hentrich, Bastani and Hlupic, “How Managers Succeed by Letting Employees Lead”.
32. Amar, Hentrich and Hlupic, “To Be a Better Leader, Give up Authority”.33. Amar, Hentrich, Bastani and Hlupic, “How Managers Succeed by Letting
Employees Lead”.34. Amar and Hlupic, “Leadership Function in Knowledge Based Organizations”.35. G. Jampolski (1979) Love is Letting Go of Fear (California: Berkeley).
5. The 6 Box Leadership Model: An Organizational Body Scan
1. P. Drucker (1954) The Practice of Management (New York: HarperCollins). 2. C. Handy (1989) The Age of Unreason, New Thinking for a New World
(London: Random House Business Books). 3. H. Mintzberg (1998) “Covert Leadership: Notes on Managing Professionals.
Knowledge workers Respond to Inspiration, Not Supervision”, Harvard Business Review, 76, 140–7.
Notes
4. G. Hamel (2007) The Future of Management (Boston: Harvard Business School Publishing).
5. A.D. Amar and V. Hlupic (2012) “Synthesizing Knowledge to Develop Leadership for Managing in Knowledge Organizations”, presented at the Academy of Management Conference, Boston, August 2012, http://program.aomonline.org/2012/subMenu.asp?mode=setmenu&menuid=14
6. A.D. Amar, C. Hentrich and V. Hlupic (2009) “To Be a Better Leader, Give up Authority”, Harvard Business Review, 87:12, 22–4.
7. P.F. Drucker (1973) Management: Tasks, Responsibilities, Practices (London: HarperCollins).
8. http://www.quoteswize.com/ soichiro- honda- quotes- 3.html 9. N. Herman (1996) The Whole Brain Business Book: Harnessing the Power of
the Whole Brain Organization and the Whole Brain Individual (New York: McGraw- Hill).
10. K. Wilber (2000) A Theory of Everything: An Integral Vision for Business, Politics, Science and Spirituality (Boston: Shambhala Publications).
11. S. Esbjörn- Hargens (2010) “Introduction” in S. Esbjörn- Hargens (ed.) Integral Theory in Action: Applied, Theoretical, and Constructive Perspectives on the AQAL Model (Albany, NY: State University of New York Press).
12. http://integralleadershipreview.com/ 13. A.D. Amar, C. Hentrich, B. Bastani and V. Hlupic (2012) “How Managers
Succeed by Letting Employees Lead”, Organizational Dynamics, 47:1, 62–71.14. Amar, Hentrich and Hlupic, “To Be a Better Leader, Give up Authority”.15. A.D. Amar and V. Hlupic (2011) “Leadership Function in Knowledge Based
Organizations”, Proceedings of the British Academy of Management Conference, Birmingham, UK, September 2011.
16. J.L. Denis, A. Langley and V. Sergi (2012) “Leadership in the Plural”, Academy of Management Annals, 6:1, 211–83.
17. G. Von Krogh, I. Nonaka and L. Rechsteiner (2012) “Leadership in Organizational Knowledge Creation: A Review and Framework”, Journal of Management Studies, 49:1, 240– 77.
18. W. Currie and V. Hlupic (2003) “Simulation Modelling as the Link Between Change Management Approaches” in V. Hlupic (ed.) Knowledge and Business Process Management (Idea Group Publishing), 33– 50.
19. W. Currie and V. Hlupic (2000) “Business Process Re- engineering and Simulation Modelling: The Missing Link” in D. Bustard, K. Kawalek and M. Norris (eds) Systems Modelling for Business Process Improvement (London: Artech House Books).
20. M. den Hengst, V. Hlupic and W. Currie (2004) “The Increasing Need for Integrating Simulation and Collaboration to Support Change Management Programs” in R.H. Sprague, Proceedings of the 37th Annual Hawaii International Conference on System Sciences (IEEE Computer Society).
Notes234
21. M. Hammer (1990) “ Re- engineering Work: Don’t Automate, Obliterate”, Harvard Business Review, November/December, 90:4, 104–12.
22. M. Hammer and J. Champy (1993) Re- engineering the Corporation: A Manifesto for Business Revolution (London: Nicholas Brearley Publishing).
23. H. Davenport (1993) Process Innovation: Re- engineering Work Through Information Technology (Boston: Harvard Business Press).
24. W.E. Deming (1982) “Improvement of Quality and Productivity Through Action by Management”, National Productivity Review, Winter 1982, 12–22.
25. J.P. Gilbert (1989) “The State of JIT Implementation and Development in the USA”, International Journal of Production Research, 28:6, 1099–109.
26. I. Nonaka and H. Takeuchi (1995) The Knowledge- Creating Company: How Japanese Companies Create the Dynamics of Innovation (Oxford: OUP).
27. E. Cameron and M. Green (2012) Making Sense of Change Management – A Complete Guide to the Models, Tools and Techniques of Organizational Change (3rd edn) (London: Kogan Page Limited).
28. J.W. Moran and B.K. Brightman (2001) “Leading Organizational Change”, Career Development International, 6:2, 111–18.
29. R. Todnem (2005) “Organizational Change Management: A Critical Review”, Journal of Change Management, 5:4, 369–80.
30. B. De Wit and R. Meyer (2005) Strategy Synthesis: Resolving Strategy Paradoxes to Create Competitive Advantage (2nd edn) (London: Thomson Learning).
31. R. Luecke (2003) Managing Change and Transition (Boston: Harvard Business School Press).
32. B. Burnes (2004) Managing Change: A Strategic Approach to Organizational Dynamics (4th edn) (London: Prentice Hall).
33. F. Graetz (2000) “Strategic Change Leadership”, Management Decision 550–62.
34. J.P. Kotter (1996) Leading Change (Boston: Harvard Business School Press).35. C.A. Carnall (2003) Managing Change in Organizations (4th edn) (London:
Prentice Hall).36. J. Balogun and V. Hope Hailey (2004) Exploring Strategic Change (2nd edn)
(London: Prentice Hall).37. R. Luecke (2003) Managing Change and Transition (Boston: Harvard Business
School Press).38. T. Guimaraes and C. Armstrong (1998) “Empirically Testing the Impact of
Change Management Effectiveness on Company Performance”, European Journal of Innovation Management, 1:2, 74– 84
39. R.E. Boyatzis (1998) Transforming Qualitative Information: Thematic Analysis and Code Development (Thousand Oaks, CA: SAGE Publications).
40. G.R. Gibbs (2007) Analyzing Qualitative Data (London: SAGE Publications).
Notes
41. J. Saldana (2009) The Coding Manual for Qualitative Researchers (Thousand Oaks, CA: SAGE Publications).
42. C. Christensen (2003) The Innovator’s Solution: Creating and Sustaining Successful Growth (Boston: Harvard Business School Publishing Corporation).
43. R. Likert (1932) “A Technique for the Measurement of Attitudes”, Archives of Psychology, 140, 1–55.
44. http://www.goodreads.com/quotes/ 172730- what- s- measured- improves45. J. Bergstrand (2009) Reinvent Your Enterprise (Charleston, SC: Book Surge
Publishing).46. P.F. Drucker (1993) Post- Capitalist Society (1st edn) (New York:
HarperBusiness).47. http://www.managementexchange.com/ m20- principles48. Drucker, Post- Capitalist Society.49. Drucker, The Practice of Management.50. P.F. Drucker (1999) Management Challenges for the 21st Century (Oxford:
Butterworth- Heinemann). 51. P. Drucker (1959) The Landmarks of Tomorrow (New York: Harper & Row).52. P. Drucker (1966) The Effective Executive (New York: HarperCollins).53. P.F. Drucker (1992) Managing for the Future (Oxford:
Butterworth- Heinemann).54. Drucker, Management: Tasks, Responsibilities, Practices.55. http://www.sas.com/en_us/home.html56. Boyatzis, Transforming Qualitative Information.57. J. Collins (2001) Good to Great – Why Some Companies Make the Leap...and
Others Don’t (New York: HarperCollins).
6. The 6 Box Leadership Model in Action: Practical Examples
1. http ://www.goodreads.com/quotes/ 181571- the- knowledge- that- we- consider- knowledge- proves- itself- in- action
2. http://chiefexecutive.net/ ideo- ceo- tim- brown- t- shaped- stars- the- backbone- of- ideoae%E2%84% A2s- collaborative- culture
3. https://www.valuescentre.com/ 4. http://www.towerswatson.com/ en- GB/Services/ our- solutions/ employee-
surveys 5. http://www.ofactor.pro/ 6. http://www.advancingyourorganization.com/?page_id=1106 7. R.S. Kaplan and D.P. Norton (1996) The Balanced Scorecard: Translating
Strategy into Action (Boston: Harvard Business Press). 8. T. Peters and R.H. Waterman Jr (1982) In Search of Excellence: Lessons from
America’s Best- Run Companies (New York: Harper & Row).
Notes236
9. C. Christensen (2003) The Innovator’s Solution: Creating and Sustain Successful Growth (Boston: Harvard Business School Publishing Corporation).
10. http://www.jimcollins.com/tools/ diagnostic- tool.pdf
7. The Management Shift is Achievable Now: A Call for Action
1. R.A. Heifetz (1994) Leadership without Easy Answers (Cambridge, US: Belknap Press of Harvard University Press).
2. P.F. Drucker (1973) Management: Tasks, Responsibilities, Practices (New York: HarperCollins), 39.
3. Ibid. 4. P. Drucker (1959) The Landmarks of Tomorrow (New York: Harper & Row). 5. http://www.druckersocietylondon.com/ 6. http://www.druckerinstitute.com/ 7. L. Stout (2012) The Shareholder Value Myth: How Putting Shareholders
First Harms Investors, Corporations, and the Public (San Francisco: Berrett- Koehler).
8. R. Martin (2011) Fixing the Game (Boston: Harvard Business School Review Press).
9. http://www.druckerinstitute.com/link/ were- in- it- for- the- long- term/10. http://www.managementexchange.com/11. http://www.managementexchange.com/feature/hackathon12. http://www.managementexchange.com/
hack/ using- traditionally- virtual- organizational- structure13. http://www.managementexchange.com/hack/ why- points- trump- hierarchy14. http://www.managementexchange.com/hack/ systemic- holistic- management15. http://www.managementexchange.com/hack/ leading- letting- go16. http://www.youtube.com/watch?v=QdkLE2Gdrng17. http://www.youtube.com/watch?v=vfH7fuw0L8w18. http://www.collabworks.com/ thought- leaders.html19. http://www. sol- uk.org/20. http://www.daedalustrust.org.uk/21. http ://www.ft.com/cms/s/2/ cde6163c- 7f4a- 11e2- 97f6- 00144feabdc0.
html#axzz2QepCX7KM22. http://www.economist.com/news/business/ 21595929- business- schools- are-
better- analysing- disruptive- innovation- dealing- it- those- who23. http ://www.forbes.com/sites/stevedenning/2014/02/07/ why- arent-
business- schools- more- business- like/24. A. Brown and F. Roosli, “Can Business Schools Help us Cope with Complexity?”,
http://www.druckerforum.org/blog/?p=597
Notes
25. https://www/linkedin.com/groups?gid=8138844&trk=vsrp_groups_res_name&trkInfo=VSRPsearchld%3A33550611408782112777%2CVSRPtargetld%3A8138844%2CVSRPcmpt%3Aprimary
26. http://hbr.org/2009/02/ moon- shots- for- management/ar/127. http://www.forbes.com/sites/stevedenning/2013/07/07/ don- tapscott- we-
need- fundamental- change- in- all- our- institutions/28. http://www.druckerforum.org/ abstract- drucker- forum- 2014/29. http://online.wsj.com/news/articles/SB100014240527487044761045754397
2369557966430. T. Paulus (1975) Hope for the Flowers (New Jersey: Paulist Press).31. http://www.forbes.com/sites/kevinkruse/2012/10/16/ quotes- on- leadership/32. Brown and Roosli, “Can Business Schools Help Us Cope With Complexity?”33. http://blogs.hbr.org/2013/09/ it- takes- purpose- become- a- bill/34. http://www.insidehighered.com/sites/default/server_files/files/FINAL%20
Embargoed%20Avalanche%20Paper%20130306%20%281%29.pdf35. http://blogs.hbr.org/2010/02/ what- will- you- do- differently- o/36. S. Godin (2008) Tribes – We Need You to Lead Us (New York: Portfolio).37. M. Gladwell (2000) The Tipping Point: How Little Thinks Can Make a Big
Difference (London: Little, Brown).
Appendix 2. Mapping of Emergent Leadership Model’s Five Levels to Other Relevant Models of Development
1. S.R. Cook- Greuter (2004) “Making the Case for a Developmental Perspective”, Industrial and Commercial Training, 36:7, 275–81.
2. R. Barrett (2010) The New Leadership Paradigm – Leading Self, Leading Others, Leading an Organization, Leading in Society (London: Values Centre).
3. D. Beck and C. Cowan (1996) Spiral Dynamics: Mastering Values, Leadership and Change (Malden, UK: Blackwell Business).
4. D. Logan, J. King and H. Fischer- Wright (2008) D. Logan, King J., and Fischer- Wright H. (2008) Tribal Leadership: How Successful Groups Form Organically: Leveraging Natural Groups to Build a Thriving Organization (New York: HarperCollins).
5. B. Schneider (2008) Energy Leadership – Transforming Your Workplace and Your Life from the Core (New Jersey: John Wiley & Sons).
6. A.H. Maslow (1943) “A Theory of Human Motivation”, Psychological Review50:4, 370–96.
7. J. Loevinger (1976) Ego Development (San Francisco: Jossey- Bass). 8. L. Kohlberg (1973) “The Claim to Moral Adequacy of a Highest Stage of
Moral Judgment”, Journal of Philosophy, 70:18, 630–46.
Notes238
Appendix 3. Key Models and Tools for Organizational Change Compared to the 6 Box Leadership Model
1. R.S. Kaplan and D.P. Norton (1996) The Balanced Scorecard: Translating Strategy into Action (Boston: Harvard Business Press).
2. T. Peters and R.H. Waterman Jr (1982) In Search of Excellence: Lessons from America’s Best- Run Companies (New York: Harper & Row).
3. C. Christensen (2003) The Innovator’s Solution: Creating and Sustaining Successful Growth (Boston: Harvard Business School Publishing Corporation).
4. D. Logan, J. King and H. Fischer- Wright (2008) D. Logan, King J., and Fischer- Wright H. (2008) Tribal Leadership: How Successful Groups Form Organically: Leveraging Natural Groups to Build a Thriving Organization (New York: HarperCollins).
5. http://www.culturesync.net/toolbox/ culturemeter- survey/ 6. J. Collins (2001) Good to Great – Why Some Companies Make the Leap...and
Others Don’t (New York: HarperCollins). 7. http://www.jimcollins.com/tools/ diagnostic- tool.pdf 8. R. Barrett (2010) The New Leadership Paradigm (Amazon: Marston Gate).
Appendix 4: Six Phases of Thematic Analysis Followed in this Research
1. R. Boyatzis (1998) Transforming Qualitative Information: Thematic Analysis and Code Development (Thousand Oaks, CA: SAGE Publications).
2. C. Christensen (2003) The Innovator’s Solution: Creating and Sustaining Successful Growth (Boston: Harvard Business School Publishing Corporation).
3. Ibid.
Contact Details
Vlatka’s quest to make a positive difference to as many individuals and organizations as possible is ongoing. In addition to writing about her knowledge and experience, she gives keynote presentations and lectures, provides consulting services and advisory work at Board levels. She also trains individuals, teams and organizations to use her models and tools and achieve The Management Shift.
Further information about these activities and links to free reports and a free trial for the 6 Box Leadership diagnostic are available on the website www.themanagementshift.com.
Vlatka can be contacted on [email protected].
Free Trial of the 6 Box Leadership diagnostic
A free trial of the 6 Box Leadership diagnostic is offered to the first five qualifying executive teams from five different organizations that apply for the trial. A PDF report will be provided with information about the key strengths and developmental opportunities in the areas of Culture, Relationships, Individuals, Strategy, Systems and Resources.
For further details, please contact [email protected]
0
Index
Bold entries refer to boxes, fi gures or tables.
Abrahamson, S., 73activism, 12, 125adaptive organizations, 23agency theory, 17Amar, A. D., 43, 48, 50, 68Amazon.com, 3ANADIGICS, 50Anthony, Scott, 72Attar, Farid ud-Din, 187–8autonomy, 11, 12, 44, 46, 53, 59,
80, 125
Bains, Gurnek, 77Balanced Scorecard, 198banking system, failure in, 6Barrett, Richard, 84, 199Bergstrand, Jack, 58–9
Reinvention Framework, 124–5Beta Codex Network, 30Boyatzis, Richard, 86Brand Velocity Inc., 36, 58–9Brown, Alan W., 15Brown, John Seely, 15Buddhism, and innovation, 74–5Buddhist Geeks Conference, 75Business Process Reengineering, 118
business schoolscriticism of, 18, 20infl uence of traditional management
paradigm, 17–18need for changes in, 179
Carnegie Tech, 20change management, defi nition of, 119Chartered Institute of Personnel &
Development (CIPD), 5Chartered Management Institute, 4–5Chesborough, Henry, 73Christensen, Clayton, 16, 198
innovation, 71–2co-creation, and innovation, 72–3collaboration, 2, 4, 8, 11, 12, 53, 80,
125, 185informal networks, 51, 52innovation, 72–3, 75Level 4 organizational culture,
97, 104–6Level 5 organizational culture, 99senior management support, 55with stakeholders, 70
Collins, Jim, 28, 131, 199Collins, Rod, 15
Index242
command-and-control leadershipcomparison with emergent
leadership, 39counterproductive nature of, 33–4disengagement, 77Level 3 individual development, 93Level 3 organizational culture,
88, 104stifl ing of innovation, 73, 75traditional management practices,
3, 11Commission on the Future of
Management and Leadership, 4–5communication problems, as trigger
for change, 111community, 12, 13, 36, 97, 125company size, relationship with
engagement, 5competitive advantage
management innovation, 3strategy, 68transient competitive advantage, 68,
70, 186competitive intensity, increase in, 7complex adaptive systems (CAS), 22
leadership in, 41–3complexity science, 22–3, 41
individuals and organizations, 85leadership, 41–3
Conley, Chip, 78Consumer Confi dence Index (CCI),
decline in, 6Cook-Greuter, Susan, 84Covey, Stephen, 33creative economy, 47
leadership of knowledge workers, 48–9: for innovation, 49–50
transition to, 44–5crowdstorming, and innovation, 73CSC Germany, 50, 61–2
customerschanges in strategic thinking, 68–9increased focus on, 7, 8, 13, 16, 27
Daedalus Trust, 179D’Aveni, Richard, 68Davies, Jacqueline, 77decentralization, 12, 13, 36, 43, 125, 182decision-making
distribution of, 12, 23, 37, 50, 54–5, 61–2
impact of poor processes of, 110Level 4 organizational culture, 113as trigger for change, 110see also autonomy; decentralization
Deloitte’s, Center for the Edge, 7democratization, 6Denning, Steve, 15, 67, 69, 80–1,
178, 179digital revolution, impact of, 67Doz, Yves, 68Drucker, Peter, 12–15, 58, 117, 123,
174, 183customers, 68diverse interests of, 118key ideas, 13–15: overlap with
Management 2.0 principles, knowledge as information in
action, 136knowledge workers, 43–4leadership, 41organizational purpose, 69organizations, 366 Box Leadership Model, 126–7
Drucker Forum, 80–1, 179, 180Drucker Institute, 59, 126, 176, 183Drucker Society London (DSL), 126,
175–6Drucker Trust, 175Dyer, Jeff , 72
Index
Eastern philosophies, and innovation, 74–5
economic crisis, as trigger for change, 111
Edelman Trust Barometer, 6Einstein, Albert, 3Eisenhardt, Kathleen, 68Emergent Leadership Model, 67, 84, 88
advancing to next level, 90–1developmental level of leaders, 91development of, 87–8dominant cultural level, 90fi ve levels of, 88–9, 186–7individual levels, 91individual mindset and
organizational culture, 88–9infl uences on, 84key characteristics of levels, 119key insights, 83Level 1 of individual development
(lifeless), 91: thoughts and emotions, 92
Level 1 of organizational culture (apathetic), 101: organizational outcomes, 102
Level 2 of individual development (reluctant), 93: thoughts and emotions, 94
Level 2 of organizational culture (stagnating), 101–4: organizational outcomes, 103
Level 3 of individual development (controlled), 93–7: thoughts and emotions, 95–6
Level 3 of organizational culture (orderly), 104: organizational outcomes, 105
Level 4 of individual development (enthusiastic), 97–9: thoughts and emotions, 98
Level 4 of organizational culture (collaborative), 104–6: organizational outcomes, 107
Level 5 of individual development (limitless), 99: thoughts and emotions, 100
Level 5 of organizational culture (unbounded), 106, 108
Management Shift , 89, 104, 119mapping levels to other
development models, 195–6moving up individual levels, 111–14organizational and individual
interconnections, 84–5, 86–7organizational culture, 84–5organizational levels, 99–101progress through developmental
levels, 89–90reaching Level 4: importance of,
114; outcomes of, 111, 112–13triggers for, 109–11
refl ection points, 115stages of personal development, 84see also 6 Box Leadership Model
employee engagement, see engagementengagement
as behavior, 76decline in, 4, 5importance of, 5, 76–7involvement in strategic planning, 77key emerging ideas, 79, 186leadership, 77–8low levels of, 76: as trigger for
change, 110purpose, 77relationship with company size, 5sense of meaning, 77workplace requirements for, 78
Ethisphere, 28–9executive pay, increase in, 6
Index244
experimentation, 8, 12, 37, 50, 54, 80, 125, 185–6
complexity science, 23innovation, 72, 75
fi nancial capitalism, 47fi nancial crisis (2008), impact of
traditional leadership styles, 34, 91fi nancial performance
decline in, 4, 7emergent leadership practices, 28–9,
56, 58, 59, 62, 63, 64as trigger for change, 109
Firms of Endearment (FoE), and fi nancial performance, 28
5 Level Emergent Leadership Model, see Emergent Leadership Model
Flywheel Eff ect, 131Fox, Justin, 7Freeman, Ed, 35
Gates, Bill, 34, 182George, Bill, 15Geus, Arie de, 35–6Ghoshal, S., 18Gladwell, Malcolm, 188Godin, Seth, 72, 188Goff ee, Rob, 78Goldsmith, Marshall, 73–4Goleman, Daniel, 86Good to Great Framework, 199Google, 45, 69Gore, Bill, 60–1Gosling, J., 18Govindarajan, Vijay, 72Gregersen, Hal, 72Gulati, Ranjay, 15, 69
Hagel, John, 15, 70Hamel, Gary, 12, 15, 34, 45, 47, 80,
117, 122, 125, 177, 180
Handy, Charles, 12, 35, 117Haque, Umair, 15Harvard Business Review, 16, 50Harvard Business School, 7, 20Haudman, Jim, 77HayGroup, 76HCL Technologies, 57–8Heifetz, Ronald, 174Hentrich, Carsten, 50Heskett, James, 29Hesselbein, Frances, 73–4hierarchical management, 11, 17
counterproductive nature of traditional leadership, 33–4
inhibiting eff ects of, 3see also command-and-control
leadershipHinduism, and innovation, 74Hlupic, Vlatka, 15holon, 85Honda, Soichiro, 117Hopper, Kenneth, 12Hopper, William, 12Hsieh, Tony, 63Hubris Syndrome, 179HubSpot’s Culture Code, 26–7
IDEO, 75individuals, organizational and individual
interconnections, 84–5, 86–7inequality, growth in, 6Informal Network Analysis, 51informal networks, and
implementation of emergent leadership, 51–2
innovationco-creation, 72–3crowdstorming, 73cultural nature of, 74determinants of level of, 71disruptive innovation, 71–2
Index
Eastern philosophies, 74–5experimentation, 72, 75importance of, 70–1key emerging ideas, 75–6, 186leadership for, 49–50, 73–4, 117networking, 72open innovation, 72–3people aspects of, 71reverse innovation, 73risk, 72skills required for, 72
Institute of Public Policy Research (IPPR), 183–4
insurance company, and application of 6 Box Leadership Model, 144–5
Action Plan, 151actions taken, 152–3feedback on, 151–4key results, 145–50overall fi ndings, 150–1
integral theory, 118IT consultancy, and application of
6 Box Leadership Model, 164Action Plan, 168feedback from departed director, 169key results, 164–6, 167life-changing eff ects, 168, 169overall fi ndings, 167reluctance to implement fi ndings,
168–9
Jampolski, Gerald, 114Jobs, Steve, 71job satisfaction, low levels of, 5
see also engagementJones, Gareth, 78Just-in-Time, 118
Kanter, Rosabeth Moss, 69Khurana, Rakesh, 20Kirsner, Scot, 70–1
knowledge economy, 44Knowledge Management, 118knowledge organizations
emergent leadership in, 38implementation of emergent
leadership, 50–1: allowing experimentation, 54; collaboration and interaction, 53; conditions for, 55–6; developing caring organizational culture, 53; developing trust, 53–4; distribution of decision-making and responsibility, 54–5; examples of, 56–64; facilitating informal networks, 51–2; organic growth based on expertise, 52–3; senior management support, 55; toleration of mistakes, 54
knowledge workers, 11characteristics of, 45–6defi nition of, 43–4features of knowledge work, 44leadership, 46–7, 48–9motivation, 46
Koestler, Arthur, 85Kohlberg, Lawrence, 84Kotter, John, 29Kourdi, Jeremy, 77Krishnan, M.S., 72–3Kuhn, Thomas, 21
leadershipagility, 43complexity science, 41–3counterproductive nature of
traditional style, 33–4decentralized and shared
forms of, 43developmental level, 91
Index246
leadership – continuedemergent leadership: comparison
with traditional, 38, 39–40; defi nition of, 37; impact of, 37; key concepts, 36, 37; nature of, 38–40; sustainable performance, 40–1
engagement, 77–8factors driving changes in, 43fi nancial capitalism, 47implementation of emergent
leadership, 50–1: allowing experimentation, 54; collaboration and interaction, 53; conditions for, 55–6; developing caring organizational culture, 53; developing trust, 53–4; distribution of decision-making and responsibility, 54–5; examples of, 56–64; facilitating informal networks, 51–2; organic growth based on expertise, 52–3; senior management support, 55; toleration of mistakes, 54
importance of, 33innovation, 49–50, 73–4, 117key insights, 32knowledge organizations, 38knowledge workers, 43–7, 48–9: for
innovation, 49–50lack of leader as trigger for change,
109–10motivation, 46new style of, 12, 33purpose, 34–6refl ection points, 64traditional economy, 47variety of descriptions of new
approach, 37–8see also 6 Box Leadership Model;
Emergent Leadership Model
Learning and Development (L&D), 4Leavitt, H.J., 18Li, Charlene, 69life expectancy
of companies, 4income inequality, 6
Life Satisfaction Index, decline in, 6Lincoln, Abraham, 2LinkedIn, Management Shift group,
179–80Lipman-Blumen, Jean, 34Loevinger, Jane, 84long-term thinking
encouragement of, 176need to focus on, 69
Lorsch, Jay, 7love, as strategic asset, 36
McGrath, Rita Gunter, 68machine metaphor, and management
practices, 3, 18, 21Mackey, John, 4, 15, 16–17, 29,
59–60McKibbin, L.E., 18McKinsey 7S Framework, 198McLeod, Lisa Earle, 15, 78–9Management 1.0 practices, 11
management courses, 17premises of, 18
Management 2020 report, 5Management 2.0 Hackathon, 12, 13,
122, 125, 178Management 2.0 principles, 11, 12
Emergent Leadership Model, 89overlap with Drucker’s ideas, 13–6 Box Leadership Model, 125–6
management consultancy, and application of 6 Box Leadership Model, 137–8
Action Plan, 142–3actions taken, 144
Index
feedback on, 143–4key results, 138–41overall fi ndings, 141–2
management education and research
criticism of, 18–20infl uence of traditional paradigm,
17–18see also business schools
management innovation, see Management Shift
Management Innovation eXchange (MIX), 12, 122, 125, 177–8
management practicesapplication of emerging practices:
companies implementing, 190–3; extent of, 27–8; real world examples, 28–30, 56–64
comparison of emerging and traditional approaches, 19–20, 24–6, 27
complexity science, 22–3Drucker’s ideas, 12–15machine metaphor, 3, 18, 21need for changes in, 11–12, 15,
20–1, 26–7Newtonian model, 3, 4, 11outdated practices, 11problems with current practices, 4–5time for paradigm change in, 174traditional paradigm, 16, 17–18
Management Shift companies implementing
emergent management practices, 190–3
competitive advantage, 3consensus amongst management
thinkers, 81desire for, 181eff ects of, 181–2, 183fi nancial performance, 28–9
increased attention from management thinkers, 66, 79–81
inevitability of, 81, 180, 181inspirational leadership, 174–5key insights, 173management innovation groups/
movements: connecting, 177Daedalus Trust, 179; Drucker Institute, 176; Drucker Society London (DSL), 175–6; Drucker Society Europe, 175; Global Peter Drucker Forum, 175; Management Innovation eXchange (MIX), 177–8; Management Shift group, 179–80; People Cloud, 178; Society for Organizational Learning, 179; Stoos Network, 178
management lessons, 185–7mindset change, 174necessity for, 2, 180, 181, 183positive ripple eff ects of, 174, 184refl ection points, 188risk of inaction, 183–4taking action to facilitate, 182–time for management paradigm
change, 174value creation, 170, 174see also 6 Box Leadership Model;
Emergent Leadership ModelManagement Shift group, 179–80Markey, Rob, 69Martin, André, 43Martin, Roger, 15, 16, 69, 176Maslow, Abraham, 84Mason, Andrew, 27Mead, Margaret, 181meaning, 12, 125
engagement, 34, 77, 78, 79, 186Melton, Juliette, 75
Index248
Mercer survey (2011), employee dissatisfaction, 5
meritocracy, 11, 12, 59, 80, 125Mintzberg, Henry, 12, 18, 117mistakes, toleration of, 54motivation, 46
implementation of emergent leadership, 53
Murray, Alan, 180
National Bureau of Economic Research, 6National Health Service Trust, and
application of 6 Box Leadership Model, 154
Action Plan, 160actions taken, 161–3feedback on, 163key results, 155, 156, 157–8, 159overall fi ndings, 159–60
Nayar, Vineet, 15, 57–8neo-classical economics, 16, 18networking, and innovation, 72networks, see informal networksneuroscience, social, 86New Jersey Policy Research
Organization (NJPRO), 50Newtonian model, 3, 4, 11, 18, 21ninjas, and innovation, 74
Obama, Barack, 71open innovation, 72–3openness, 8, 12, 27, 73, 80, 125O’Reilly, Tim, 34organic growth, and implementation
of emergent leadership, 52–3organizational change, 119–20organizational culture
developmental level of leaders, 91holons, 85implementation of emergent
leadership, 53
individual development levels, 84–5
levels of, 99–101Level 1 (apathetic), 101:
organizational outcomes, 102Level 2 (stagnating), 101–4:
organizational outcomes, 103Level 3 (orderly), 104:
organizational outcomes, 105Level 4 (collaborative), 104–6, Level 5 (unbounded), 106:
organizational outcomes, 108organizational and individual
interconnections, 84–5, 86–7reaching Level 4: importance of,
114; outcomes of, 111, 112–13triggers for, 109–11
see also Emergent Leadership Model
organizational fi tness, 23organizations
challenges facing, 2, 4–9: key problems, 9–10
need for changes in, 2–3, 8, 26–7
Page, Larry, 54Paulus, Trina, 181People Cloud, 178People Cloud Thought Leadership
Council, 178personal development, 84
holons, 85Level 1 of individual development
(lifeless), 91: thoughts and emotions, 92
Level 2 of individual development (reluctant), 93: thoughts and emotions, 94
Level 3 of individual development (controlled), 93–7: thoughts and emotions, 95–6
Index
Level 4 of individual development (enthusiastic), 97–9: thoughts and emotions, 98
Level 5 of individual development (limitless), 99: thoughts and emotions, 100
moving up individual levels, 111–14organizational and individual
interconnections, 84–5, 86–7organizational culture, 84–5progress through levels, 89–90reaching Level 4: importance
of, 114; outcomes of, 111, 112–13see also Emergent Leadership Model
Peters, Tom, 41, 70Pfi zer, 45Pink, Daniel, 7, 46Pontefract, Dan, 77Porter, L.W., 18Porter, Michael, 17, 68, 70Prahalad, C.K., 72–3Process Innovation, 118productivity
cost of poor management practices, 5workplace requirements for, 78
profi t maximization, 16, 17“Progress Principle”, 78Purchasing Manager Index (PMI),
decline in, 6Puritans, 12purpose, 34–6, 66, 182
engagement, 77strategy, 69
Raynor, Michael, 71–2Reichheld, Fred, 15, 69Reinvention Framework, 124–5responsibility, distribution of, 54–5Return on Assets (RoA), decline in, 4, 7Return on Invested Capital (RoIC),
decline in, 4
reverse innovation, 73risk, and innovation, 72Roberts, Kevin, 36Roberts, Richard, 34, 91Roeoesli, Franz, 15RVP Framework, 121, 198
Sandberg, Sheryl, 54Sanders, Tim, 36Schneider, Bruce, 84scientifi c management, 11, 21scientifi c method, in management
research, 18Search Engine Optimization (SEO)
services, 69–70Seidman, Don, 67Semco, 56–7Semler, Richard, 56–7serendipity, 12, 125Seven Levels of Organizational
Consciousness Model, 199Shapiro, Gary, 74shareholder value, 7, 16, 17, 69
detrimental eff ects of focus on, 176
share price, short-term focus on, 7Shaughnessy, Haydn, 69Sheth, Jac, 28Shift Index (Deloitte’s), 7short-term
detrimental eff ects of focus on, 176excessive focus on, 7, 16moving away from focus on, 69
Sinek, Simon, 66Sisodia, Raj, 4, 15, 16–17, 28, 296 Box Leadership Model, 15, 51, 67,
71, 115, 121, 122, 187Action Plans, 129, 130: insurance
company, 151; IT consultancy, 168; management consultancy, 142–3; NHS Trust, 160
Index250
6 Box Leadership Model – continuedcreation of, 117data sources for factors in, 208–10development of, 128–9:
diagnostic tool, 123–4; online questionnaire, 122–4, 211–12; reviewing existing organizational models, 118–20; thematic analysis of relevant research, 120–2, 200–1
diagnostic tool: benefi ts of using, 131, 132–3, 170–1; example of aggregate output, 216; life-changing eff ects, 168, 169; process for implementing, 130–1
diff erence from other diagnostic tools, 170–1; comparison with, 198–9
key insights, 116Management Shift , 133, 171mapping questions to additional
frameworks, 124: Management 2.0 principles, 125–6; Peter Drucker’s key ideas, 126–7; Reinvention Framework, 124–5
monitoring of action points, 130–1organizational change, 119–20philosophical thinking behind,
117–18practical application of, 136–7:
insurance company, 144–54; IT consultancy, 164–9; key insights, 135; management consultancy company, 137–44; NHS Trust, 154–63; refl ection points, 172; value creation, 170
refl ection points, 134research methods
and links, 203–7
scores, 129–30statistical analysis, 127–8,
213–15using four mappings in practice,
129–30Society for Organizational Learning
(SoL), 179Somerville, Iain, 73–4Statistical Analysis System (SAS)
soft ware, 127Stiglitz, Joseph, 45Stoos Network, 178Stout, Lynn, 176strategy
building alliances amongst stakeholders, 69–70
changes in perception of, 68–70competitive advantage, 68customers, 68–9engagement, 77key emerging ideas, 70, 186long-term orientation, 69purpose, 69
Sully de Luque, Mary, 29sustainable performance, 2, 11, 183
emergent leadership, 40–1factors aff ecting, 87key management lessons, 185–7
Sutherland, Jeff , 15Swinmurn, Nick, 63
Tapscott, Don, 73, 180Taylor, Frederic, 11, 21teamwork, and implementation of
emergent leadership, 53see also collaboration
thematic analysis, 121, 200–1Thinkers50, 67Timberland, 36Total Quality Management, 118
Index
traditional economy, 47transaction cost economics, 17Tribal Leadership model, 199Trimble, Chris, 72trust
decline in, 5–6implementation of emergent
leadership, 53–4
Uhl-Bien, Mary, 42Ulrich, Dave & Wendy, 77unemployment, 6United States
causes of lost competitiveness, 16transition to creative
economy, 45unpredictable environments, as trigger
for change, 109
Vaitheeswaran, Vijay, 73value creation
Management Shift , 170, 174, 1836 Box Leadership Model, 121–2
128, 133, 170Vitalari, Nicholas, 69
Whole Foods Market, 45, 59–60Wilber, Ken, 84, 118Williams, Anthony, 73W. L. Gore & Associates, 45, 60–1Wolfe, David, 28Wooldridge, Adrian, 179World Blu List, 30Wylie, Ian, 179
Zak, Paul, 54Zappos.com, 63–4
