Leading a strategic transformation at the top: a development of a followership perspective in a US and Japanese company
Gespeichert in:
| Beteilige Person: | |
|---|---|
| Format: | Hochschulschrift/Dissertation Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Tampere
Univ.
1994
|
| Schriftenreihe: | Acta Universitatis Tamperensis : Ser. A
433 |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=019476076&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | 255 S. graph. Darst. |
| ISBN: | 951443692X |
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Table of Contents page
1. Introduction 6
1.1. On CEO Leadership in Strategic Transformation 6
1.2. The Study-at-Hand 7
1.2.1. Purpose and Some Definitions 7
1.2.2. Level of Analysis; Cultural Implications of Leadership 9
1.2.3. Research Setting and Case Selection 11
1.2.4. The Cases: Information Gathering and Sources 14
1.3. The Research Process and Its Methodological Foundations 17
1.4. A Note on the Structure of the Report 20
PART I: Describing CEO Leadership in Two Cases of Strategic Transformation
2. Setting the Stage: General Electric Company 23
2.1. Transforming a Corporation: Jack Welch and GE 23
2.2. The Characteristics of Welch Leadership 28
2.3. Summary: The Leadership Process, Context, and Outcome 32
3. Eisai: Evolving into a Future Not Alike the Past 36
3.1. Haruo Naito and a Japanese Pharmaceuticals Company 36
3.2. The Leadership Vision and Its Implementation 39
3.3. The Organizational Context 44
3.4. The Outcomes So Far: An Evaluation of Effectiveness 47
Part II: Taking Another Look: Beyond Description
4. CEO Leadership: The Quest for Followership 53
4.1. Leadership as Social Influence 54
4.1.1. Attaining Followership: The Motivational Grounds 56
4.1.2. The Types of Power 61
4.2. Motives of Followership: An Application to the Case Studies 63
4.2.1. Utility at GE in 1981-1987 63
4.2.2. Identity at Eisai 64
4.2.3. Values at GE after 1988 66
4.3. Exercising Influence: The Leadership Process 67
4
4.4. Processes of Leadership: An Application to the Case Studies 74
4.4.1. Early Welch as the Executor 74
4.4.2. Naito as the Educator 75
4.4.3. Later Welch as the Emerging Emancipator 78
4.5. Managerial Control: At the Root of Organizational Inertia 79
4.6. Forms of Control: An Application to the Case Studies 82
4.6.1. Structural Control at GE in 1981-1987 83
4.6.2. Cognitive Control at Eisai 84
4.6.3. Developing Strategic Momentum at GE after 1988 85
4.7. Putting It Together: The Conclusions 87
Part III: Concluding Issues on Leadership in Corporate Transformation
5. Some Extensions 91
5.1 .The Leader Effect on Corporate Performance 91
5.1.1. Breaking Free: The Structural Constraints of Leadership
Effectiveness 93
5.1.2. Making the Change Stick: The Problem of the Mind 94
5.2. Further Research Directions 96
5.2.1. The Motivation for Change and Cultural Specificity 96
5.2.2. Change as a Source of Power in Organizations 98
5.2.3. The Processes for Change and the Rate of Change in the
Competitive Environment 99
Part IV: Commentary
6. The Study in Perspective 103
6.1. On Leadership and Motivational Effectiveness 103
6.2. CEO Leadership and Motivation - Towards an Organizational Level
Phenomenon 105
6.3. A Followership Theory of Leadership? 107
6.4. On the Nature of This Study 109
6.5. Managerial Implications 112
Appendices
Appendix A: Reinventing the Corporation - General Electric and Jack Welch
Appendix g; The Contingencies of Leadership Effectiveness: The GE Example
Appendix C: Eisai Co., Ltd. - Growing into a Future not Alike the Past
5
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| illustrated | Illustrated |
| indexdate | 2024-12-20T14:16:01Z |
| institution | BVB |
| isbn | 951443692X |
| language | English |
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| physical | 255 S. graph. Darst. |
| publishDate | 1994 |
| publishDateSearch | 1994 |
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| series2 | Acta Universitatis Tamperensis : Ser. A |
| spellingShingle | Välikangas, Liisa Leading a strategic transformation at the top a development of a followership perspective in a US and Japanese company |
| subject_GND | (DE-588)4113937-9 |
| title | Leading a strategic transformation at the top a development of a followership perspective in a US and Japanese company |
| title_auth | Leading a strategic transformation at the top a development of a followership perspective in a US and Japanese company |
| title_exact_search | Leading a strategic transformation at the top a development of a followership perspective in a US and Japanese company |
| title_full | Leading a strategic transformation at the top a development of a followership perspective in a US and Japanese company Liisa Välikangas |
| title_fullStr | Leading a strategic transformation at the top a development of a followership perspective in a US and Japanese company Liisa Välikangas |
| title_full_unstemmed | Leading a strategic transformation at the top a development of a followership perspective in a US and Japanese company Liisa Välikangas |
| title_short | Leading a strategic transformation at the top |
| title_sort | leading a strategic transformation at the top a development of a followership perspective in a us and japanese company |
| title_sub | a development of a followership perspective in a US and Japanese company |
| topic_facet | Hochschulschrift |
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