Chapter at a glance
Some challenges of leadership and organizational change are quite new; others have been recognized for decades. In this chapter we explore moral persuasion, cultural differences, strategy, and situational change for insights on increasing your effectiveness as a leader. Don't forget to check your learning with the Summary Questions & Answers and Self-Test in the end-of-chapter Study Guide.
WHAT IS MORAL LEADERSHIP?
WHAT IS SHARED LEADERSHIP?
Shared Leadership in Work Teams
Shared Leadership and Self-Leadership
HOW DO YOU LEAD ACROSS CULTURES?
The GLOBE Perspective
Culturally Endorsed Leadership Matches
Universally Endorsed Aspects of Leadership
WHAT IS STRATEGIC LEADERSHIP?
Top Management Teams
Leadership Tensions and Complexity
Contexts for Leadership Action
HOW DO YOU LEAD ORGANIZATIONAL CHANGE?
Leaders as Change Agents
Phases of Planned Change
Planned Change Strategies
Resistance to Change
John C. Lechleiter, Chairman of the Board and CEO of Eli Lilly, recognized the need for all Lilly employees to become a positive force for a sustained implementation. He challenged all to "Be Inspired. Be Connected. Be a Catalyst." As the CEO, he reiterates the core of the Lilly approach to leadership—prize integrity, strive for excellence, and respect individuals. Lechleiter led the effort for reorientation, linked this reorientation ...