Contextual leadership in turbulent times
The author Professor Freek Peters is an organizational psychologist and a partner of the Galan Group in Baarn, the Netherlands. His present work and his research at Tilburg University consider the contextual impact on contemporary and future leadership Motto: new times call for new forms of...
Read MoreThese are exciting times. Many things are developing all at once. A sharp eye and quick responses is the motto. Rush Hour Leadership! discusses modern scientific insights in an approachable way. It provides clear and practical tips to immediately get you started. www.rushhourleadership.com complements the book with further reading, tests and tools. Preface Content Order the book...
Read MoreAs a professor of Contextual Leadership at Tilburg University, Freek focusses on the contextual influences on the leadership and management of contemporary and future organizations and institutions. Motto: new times call for new forms of leadership. Click below to download the Inaugural speech delivered at Tilburg University on 25 September 2015 upon the public acceptance of the appointment as Professor of Contextual Leadership. Inaugural...
Read MoreClick to download the Inaugural speech delivered at Tilburg University on 25 September 2015 upon the public acceptance of the appointment as Professor of Contextual Leadership. Inaugural speech...
Read MoreThese are exciting times. Organizations are faced with complicated challenges, but also with countless new opportunities. Many things are developing all at once. Sharp eyes and quick responses are vital. This is why this booklet is entitled Rush Hour! What’s going on at a management level? read...
Read MoreHow can you focus your strategic ambitions and discover what you need to achieve them? In order to determine your course in turbulent times, with outside pressure, you must have a clear idea of your opportunities and goals for the future, and the resilience of your own organization. Types of strategic challenge The vitality model John Kotter...
Read MoreHow can you gain insight into your own perception, and its strengths and limitations in today’s turbulent times? Everyone has their own way of looking at reality. And everyone has their own preferences in terms of how they act in this reality. This leads to fixed patterns in the way we look, think and act. These are the patterns in which we are the most comfortable. And often the most effective. Our own personal typecast. Insights deeper...
Read MoreThe model of the organizational life cycle distinguishes four phases; each phase has its characteristic organizational climate. Phase I: The pioneering stage: high energy, wild growth Phase II: The stage of Growth: think first, act flexibly Phase III: The stage of Consolidation: solid survival and success Phase IV: The stage of Decline: keeping up...
Read More“Effectively” meeting disaster: the case of the Netherlands Railways To illustrate[1] how phase four can cloud the judgement of able men, the following example serves. The railways in the Netherlands are at this moment in a phase four situation. read...
Read MoreHow does one actually move from one phase to the other, which strategies for transformation are viable? As stated before, and illustrated in figure 2, not all moves are possible. The most common and desirable moves are stabilizing, consolidating, vitalizing and turnaround. Four other strategies aim for a dynamic equilibrium within the desired phase: pioneering, growing, control and protection. stabilizing growing consolidating vitalizing control...
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