Leadership Learning for the Future
Klaus Scala, University of Graz, Austria
Ralph Grossmann, University of Klagenfurt, Austria
Marlies Lenglachner, Corporate Development Lenglachner & Partner, Vienna
Kurt Mayer, REFLACT - Sustainable Organization Development
A volume in the series: Research in Management Education and Development. Editor(s): Charles Wankel, Ph.D., St. John's University, New York.
Management makes the world go round. This is a strong belief of the authors of this volume. The current tumultuous economic and financial crisis and the intensifying threats caused by climate change are symptoms of a global system that is out of balance. It is increasingly assumed that managers share the responsibility for these developments. After all, management as a major force in the shaping of global economic conditions and social relations make the world go round. At present an alliance of business schools, publishers and certification agencies is rapidly organizing the learning of executives and leaders into a global industry developed by professional managers.
But under these circumstances do MBA courses and executive education programs in business schools offer the appropriate learning for current challenges? And can managers learn the lessons of the crisis in these learning environments? Or does the transformation of learning into a global business rather tend to discourage critical thinking and reflective patterns of learning?
“Management makes the world go round”. This was also the title of an international conference on management learning , where the authors of this volume presented their ideas, shared their experiences, increased their knowledge and contributed to a fascinating debate in a context with a great professional and cultural diversity. This inspired the group to hold on to this debate and develop the ideas further on. So this book was created and brought into the IAP division of Management Education.
Introduction, Klaus Scala, Ralph Grossmann, Malies Lenglachner, and Kurt Mayer. PART I: INNOVATIVE PERSPECTIVES ON LEARNING. Organizational Development Perspectives On Learning in Management and Education, Ralph Grossmann. New Deep Learning for the Future in Leadership and Systemic Organizational Development (SOD), Marlies Lenglachner and Gerald Hüther. PART II: NEW FORMS OF LEARNING IN BUSINESS SCHOOLS. Management Education in an Epoch of Catastrophes, Charles Wankel. The Organization Laboratory, an Experimental Training Setting for Learning the Process of Organizing, Barbara Lesjak and Hubert Lobnig. Case Studies As Learning Vehicles for the Future for Consultants and Managers, Maria Spindler. The 3A Approach: Implementing Practice-Based Interactive Learning Methods in the Middle East, Marina Apaydin. Problem-Based Learning: An Experience From a Thai Management School, Chatchai Chatpinyakoop. Don’t We Believe What We Teach? Outcome Goals and the Learning Process, Kenneth R. Thompson, Daniel J. Koys, Toni Ungaretti, and Katherine Karl. Management Education for a Better World, Danica Purg. PART III: SPECIAL METHODS OF LEADERSHIP LEARNING INSIDE THE ORGANIZATION. Learning INSIDE: An Organizational and Individual Challenge, Anna Simioni. Dialog as Shared Social Space in Management and Organizations, Christiane C. Rohn and Ulrike Sutrich. Discovering the Potential of “Learning Journeys”: Social Entre and Intrapreneurship as Key Competencies for Creating Sustainable Innovation-Oriented Organizations, Carolin Gebel and Claudia Neusüß. Insights From Intersections: Using the Leadership Development Framework to Explore Emergent Knowledge Domains Shared by Individual and Collective Leader Development, Nancy C. Wallis. Potential Assessment and Development as Management Task, Dagmar Untermarzoner. Learning Opportunities Within Assessment Centers: Individual and Organizational Benefits for the Leadership, Marcus A. Pietrzak. Management by Empathy: Learning With Experience Design, Matthias Mueller. PART IV: ARTS MEETS MANAGEMENT. Arts Meets Management: Sketching a Room of Interaction and Development for Innovation and Leadership Learning, Kurt Mayer. Tuning in to Organizational Innovation: Music as a Metaphor to Understand the Improvisational Field in Organizations, Wolfgang Stark and Christopher Dell. Social Film—Making for Organizational Development: Reaching an Audience for Learnings from the Financial Crisis, Joachim Maier. PART V: LEADERSHIP LEARNING THROUGH ORGANIZATIONAL CHANGE. Innovation Network: An Integrated Organizational Structure for Organizational and Management Learning, Doris Wilhelmer, Johannes Erler, and Jeff Zimmerman. In-House Programs as Integrated Organizational Setups for Management Learning in Health Care Organizations, Heinz Brock, Marlies Garbsch, and Doris Wilhelmer. Reflective and Competent Leadership in Hospitals Through Differentiated Concepts of Consulting, Gottfried Weilharter. Projects as Opportunity to Drive Lasting Organizational Learning, Maria Spindler. PART VI: CONFERENCE DESIGN FOLLOWS NEW MINDSET. Learning Through Conferences: Designing a Conference With a New Mindset, Klaus Scala. About the Contributors.
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