Tag Archives: Authority
Dealing with that problem employee is possible!
Most managers have one or two employees that are capable technically but not performing the way they wish. The challenge is how to get them up to speed. Unfortunately, most managers avoid being honest with these employees until they are … Continue reading
Posted in Leadership
Tagged Authority, Chris Crosby, Conflict, Leadership, Performance Management, Supervisory Skills, Systems Thinking
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Leadership, Authority, and Emotional Intelligence – A Case Study from the PECO Nuclear Turnaround
Abstract: The following is written from a practitioner’s point of view. The hypothesis is that organizations that respect the role of emotion in human systems, in concert with other variables such as role, goal, and decision clarity, will meet or … Continue reading
Posted in Change Management, Culture Change, Emotional Intelligence, Leadership, Organization Development
Tagged Authority, change management, Culture Change, employee involvement, EQ, Leadership, Leadership Development, Nuclear, OD, Organization Development, Robert P Crosby, Systems Thinking, whole systems change
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Leadership and Human Systems – How Authority Relationships Influence Behavior
Edwin Friedman This is an expansion of an earlier post: A colleague in the nuclear industry recently asked my opinion of the role “boss stress” plays in nuclear safety culture. Research (study after study indicates that the boss-subordinate relationship is … Continue reading
Posted in Leadership
Tagged Authority, Culture, Friedman, Gil Crosby, Leadership, Nuclear safety culture, Systems, Systems Thinking
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A future of Organization Development (OD)
Despite the ancient wisdom, “there is nothing new under the sun,” many OD practitioners and their customers seem to be addicted to finding what is “new.” This habit has been manifested over the past few decades through a constant stream … Continue reading
Self Differentiated Leadership
A self-differentiated leader is able to lead and connect simultaneously. They respect their own inner guidance system – what they want, think, and feel – and convey their sense of direction clearly, calmly, and consistently. They follow their own path, … Continue reading
T-Group as Cutting Edge Post #5:
Implications for OD Practice The first major implication from what I have written above is that team and even some leadership development, not just T-group training, needs to be done with intact groups. This minimizes the problem of transfer of … Continue reading
Posted in T-Groups
Tagged Authority, Culture Change, Lewin, OD, Organization Development, Robert P Crosby, T-Groups, whole systems change
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Leaders Lead…and Manage
It’s often said that leaders lead and managers manage. From my perspective, if a leader doesn’t “manage”…if they don’t organize the system to pull off their vision by essentially clarifying who’s going to do what by when and then holding … Continue reading
Leaders must add “structure”
I colleague recently asked: “I invite you to share more of your structure-based approaches that you have used to convert or help each type (theory X and theory Y). I would like to learn more.” To which I replied: The … Continue reading
Posted in Leadership
Tagged Authority, Culture Change, Gil Crosby, Leadership, McGregor, Theory X and Theory Y
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Leadership and Culture by Robert P. Crosby
The use of too much authority or the absence of authority are equally disastrous. The culture created by authoritarianism is well known. The culture encouraged by a vacuum of leadership is one of confusion, delay, and unproductive anxiety leading to … Continue reading
Posted in Leadership
Tagged Authority, change management, Culture, Culture Change, Leadership, Lewin, Performance
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T-Groups – “…the most significant social invention of the (20th) century.”
T-Groups are a unique learning methodology invented in 1946 by Kurt Lewin, who many consider the founder of organizational development. Carl Rogers, a renowned psychotherapist, reportedly described the T-Group as “…the most significant social invention of the century.” We strongly agree. … Continue reading
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