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Leadership and ‘tipping’ in workplace transformation: a critical review
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences.ORCID iD: 0000-0003-0147-0680
2011 (English)In: International Journal of Business and Social Science, ISSN 2219-1933, E-ISSN 2219-6021, Vol. 2, no 5, 18-22 p.Article in journal (Refereed) Published
Abstract [en]

The purpose of this is to critically appraise the idea of the “tipping point” from the perspectives of leadership in workplace transformation. It is argued that the desirability of any workplace transformations requires that we clearly understand the nature of the expected changes and the relationship between leadership and change. It is also argued that the sustenance of the regressive character of such transformation might be attributed to its “tipping” in the negative sense in contrast to Gladwell’s positive prescription of the “tipping point” in workplace transformation. It is concluded that the “tipping point” in workplace transformation should be a reflection of the performance indices based on the set objectives for the changes and the timescales and output measures ascribed to them. Keywords: Workplace transformation; Leadership; Transformation process; Tipping point.

Place, publisher, year, edition, pages
2011. Vol. 2, no 5, 18-22 p.
Keyword [en]
Transformation process, Social sciences - Social work
Keyword [sv]
Socialvetenskap - Socialt arbete
National Category
Production Engineering, Human Work Science and Ergonomics
Research subject
Industrial Work Environment
Identifiers
URN: urn:nbn:se:ltu:diva-2544Local ID: 02af2949-3b4c-4f8f-aa7a-5ee4bdb76407OAI: oai:DiVA.org:ltu-2544DiVA: diva2:975396
Note
Validerad; 2011; 20110222 (mohami)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2017-11-24Bibliographically approved

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fulltext(78 kB)21 downloads
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CiteExportLink to record
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