group 9 leadership & power
TRANSCRIPT
Group 9 D0T33A
Leadership & Power
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Overview
Introduction Organization Leader Ideal Sanoma Ideal Sanoma Leader Solutions
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Organizational problemIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Organizational problemIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
From the general office Sanoma Magazines needs to save 12,5 million
euro 76 employees have to leave the company
Van Hecke Alienated from staff Shows non-strategic vision
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Breeding place of creativity?
Employees feel frustrated Systematic desinvestment last years Quality demands cannot be met Non-strategic savings
Place of creativity? Strategic value will be lost
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Other similar casesIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Other similar casesIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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The Organization
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Organization Overview
Sanoma Magazines Sanoma Magazines Belgium Competing Values Framework Market Culture
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Sanoma Magazines
Publisher of magazines and digital media Sanoma consists of
News Entertainment Magazines Learning and literature Trade
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Sanoma MagazinesIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Sanoma Magazines Belgium
Sanoma Magazines Belgium consists of Humo Goedele Flair TeveBlad …
Sanoma, the breeding place of creativity
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Competing Values Framework
Cultures differ with respect to two sets of opposite values Flexibility and discretion vs. Stability and control Internal focus vs. External focus
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Competing Values FrameworkIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
Cameron, K.S. & Quinn, R.E. (1999) diagnosing and changing organizational culture: based on the competing value framework. Reading, MA: Addison-Wesley.
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Market culture
Market culture has An external focus A focus on stability and control
Core values Competitiveness and productivity Bottom-line results
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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The LeaderIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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The Leader - Overview
Quotes Concepts Leader vs Manager Unsuccessful leaders Leader types & Behaviours Van Hecke – Profile
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Quotes
Van Hecke states: “Sanoma Magazines is an important media company in this country, with
a wide portfolio of strong magazine brands. In this new position I will take advantage of my experience in the media industry to further strengthen Sanoma Magazine’s leading position in the magazine business and to expand its business to other media platforms.”
Eija Ailasmaa, CEO of Sanoma Magazines: “We are very pleased to welcome Aimé van Hecke as the new CEO of
Sanoma Magazines Belgium. Aimé is recognized as one of the key players of the transformation process at VRT. Both his extensive experience in the media industry and his ability to bring people together are of great importance for the future development of our company.”
His colleagues state:“He’s a Sun king who is alienated from his head editorial offices. A man who has maintained a house that is still standing, and standing strong, but where nothing has happened with the plans he had himself.”
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Concepts
Leader: an individual within a group or an organization who wields the most influence over others.
Leadership: the process whereby one individual influences other group members toward the attainment of defined group or organizational goals.
Non-coercive influence Goal-directed Followers are required
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Leader vs. Manager
Source: http://www.laprogressive.com
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Unsuccessful leaders
65—75% of employees say their boss is the worst aspect of their job
“People leave their boss, not the company”
a) Lack of trainingb) Personality problemsc) Cognitive deficienciesd) Four themes in the literature on failed managers (1) Poor interpersonal skills (2) Unable to get work done (3) Unable to build a team (4) Unable to make transition after promotion
www.faculty.plattsburgh.edu
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Example: Kayes Mt Everest
Several people died All team members were relying on the leader Directive leadership
Difficult for the team members to respond at changing circumstances
Temptation to goal achievement overtakes the ability to consider alternative actions
Kayes, D.C. (2004). The 1996 Mount Everest climbing disaster: The breakdown of learning in teams. Human Relations, 57,(10),1263-1284.
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Leadership types & behaviors
Great person Theory Participative vs. Autocratic
The Autocratic-Delegation Continuum Model The 2-dimensional model of subordinate
participation Person-oriented & Product-oriented Change-oriented
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Great person Theory
Possible characteristics that good leaders could possess
Integrity Decisiveness Competence Visionary Motivation
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Leadership types & behaviors
Great person Theory Participative vs. Autocratic
The Autocratic-Delegation Continuum Model The 2-dimensional model of subordinate
participation Person-oriented,Product-oriented
Change-oriented
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Participative vs. Autocratic
The Autocratic-Delegation Continuum Model Autocratic Participative (democratic)
The 2-dimensional model of subordinate participation
Directive democratParticipativeSupervision
Directive autocratAutonomousSupervision
Permissive democratParticipativeLaissez-faire
Permissive autocratAutonomousLaissez-faire
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
Group 9 D0T33A
Leadership types & behaviors
Great person Theory Participative vs. Autocratic
The Autocratic-Delegation Continuum Model The 2-dimensional model of subordinate
participation Person-oriented & Product-oriented Change-oriented
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Person-oriented & product-oriented
Person-oriented behavior: Consideration: maintaining favorable personal
relations with subordinates
Product-oriented behavior Initiating structure Being task-oriented
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Consequences for the organization
High PersonOrientation
Lower performanceLow turnover
Few grievances
High performanceLow turnover
Few grievances
Low PersonOrientation
Low performanceHigh turnover
Many grievances
High performanceHigh turnover
Many grievances
High Task
Orientation
High TaskOrientation
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Leadership types &behaviors
Great person Theory Participative vs. Autocratic
The Autocratic-Delegation Continuum Model The 2-dimensional model of subordinate
participation Person-oriented, Product-oriented Change-oriented
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Change oriented
Change-oriented: Charismatic leader:
Characteristics: Self-confidence Clearly articulated vision Extraordinary behavior Change agent Environmental sensitivity
Transformational leader: Charismatic Focused on his people
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Van Hecke - Profile
Personalized power motivation Directive autocrat High product orientation, low people
orientation Low environmental sensitivity
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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The ideal SanomaIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Ideal Sanoma - Overview
Breeding place of creativity Adhocracy Example
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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The breeding place of creativity
Sanoma Magazines Belgium consists of employees who have to perform creative tasks Who have a focus on what happens in the
uncertain outside world Who have to be flexible
Adhocracy
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Adhocracy
Adhocracy needs Empowered teams
Information sharing Autonomy through boundaries Team accountability
a facilitator not a supervisor Organizing and guarding of the organizational values Stimulating and guarding quality Enhance interaction between teams
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
Wageman, R. (1997). Critical success factors for creating superb self-managing teams. Organizational Dynamics, 26,(1),49-61
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Ex. Speaking up in operation rooms
Coaching by leaders facilitated speaking up Leaders need to create a teamwork
environment Leaders are the example for others
Edmondson, A.C. (2003). Speaking up in the operating room: How team leaders promote learning in interdisciplinary action teams. Journal of Management Studies, 40,(6),1419-1452.
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Ideal Sanoma leaderIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Ideal Sanoma Leader - OverviewIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
Theories What does Sanoma need Example
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Theoretical OverviewIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
Liking for least preferred co-worker Situational leadership Path – Goal Overview
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Least preferred co-worker
Liking for least preferred co-worker How does he communicate about lpc?
Depends on Situational control relations between leaders and group members leader position power
High LPC Good in moderate situational control Right now the company is on a moderate scale
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Situational Leadership
Subordinate maturity− Task behaviour− Relationship behaviour
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Situational LeadershipIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Path - Goal
Theory based on how the subordinates feel. 4 different roles a leader can play to 'help' his subordinate
Instrumental Supportive Participative Achievement-oriented
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Overview
LPC High LPC, people concerned
Situational leadership
S3, High relationship, low task Path-Goal
Supportive, good relations, satisfying needs
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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What does Sanoma need
Characteristics Behaviour Leader and followers Future vision
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Characteristics
Socialized power motivation Flexibel Authentic leader, aware of the context Intelligence
Emotional
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Behaviour
Participative versus Autocratic We want the permissive democrat
Leaving space for creativity Higly motivated subordinates
Person oriented vs Production oriented
Low production concern ≠ doesn't care for production
High people concern
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Leader and followers
Leading work teams – Role of a leader in empowered work teams.
Build trust and inspire team work Function as a coach, find the necessary resources. Build their confidence Make your team a team Take advantage of the differences, promote discussion
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Change Oriented
Charismatic leader Transformational leader
A Charismatic leader → may be the whole show Transformational leader will make sure his team
performs better.
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Overview
Characteristics Social motivated
Behaviour Permissive democrat Low production, High people concern
Focused on empowered teams Transformational leader
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Ex. Project Platypus
Led by Ivy Ross VP of design and development at Calvin Klein, Matel, Old
Navy, Gap Inc, Disney
Source: Interview with Ivy Ross, by Alison King, January 2007, http://ambidextrousmag.org/issues/06/ross.html
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Ex. Project Platypus
Example: Ivy Ross Project Platypus
Original Promise: 3 project a year, one new brand a year would be success.
2 new brands with 2 out of 3 projects done.
Source: Project Platypus: Reinventing Product Development at Mattel, An Interview with Ivy Ross, http://www.aiga.org/content.cfm/project-platypus-reinventing-product-development-at-mattel-an-in
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Ex. Project Platypus
“I also believe that creativity and innovation are built around trust and freedom. Companies don't get that. They think it is a process. It is really about creating trust between the people creating and the freedom to go to new places.”
“Afterwards, I would ask them why they think Project Platypus worked. They said because they felt valued, trusted, and freedom.”
Source: Interview with Ivy Ross, by Alison King, January 2007, http://ambidextrousmag.org/issues/06/ross.html
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Overview
Introduction Organization Leader Ideal Sanoma Ideal Sanoma Leader Solutions
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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SolutionsIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Solutions Overview
How do we work? Current Situation Phase 1 Phase 2
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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How do we work?
Diagnose Design Implement Support
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Current situationIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Solutions
Phase 1: Improve the leadership-skills of Van Hecke
Phase 2 (recommended): Implement a culture
of good leadership in the organization to obtain
empowered, self-directing teams
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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SANOMA LEADERSHIP TRACK
PPA
Ph
ase
1
Training 360° Feedback Training
3 months 3 months
...Follow up Coaching Sessions...
Pha
se 2 Training
Follow-up Coaching
Training
...360° feedback sessions...
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Personal Profile Analysis
“The Thomas International Personal Profile Analysis is a comprehensive written description of an individual’s unique behavioral and leadership style. It has been developed for individual use as well as for managers, supervisors and peers.”
www.thomasinternational.net
The PPA is Useful for Van Hecke Gives us also relevant information for the design of the
trainings and individual coachings
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Background Training
Social power motivation Permissive democrat High people orientation Focused on empowered
teams Transformational leader
Personalized power motivation
Directive autocrat High product orientation,
low people orientation Low environmental
sensitivity
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Goal trainingIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Theoretical part
Self-evaluations
Action learning
Group discussions
Role-plays
Exchange of experiences
Action plan for coaching sessions
Tools TrainingIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
Edmondson, A.C., Roberto, M.A. & Watkins, M.D. (2003). A dynamic model of top management team effectiveness: managing unstructured task teams. The Leadership Quarterly, 14, (2),397-235.
Tjosvold, D., Sun, H.F. & Wan, P. (2005b). Effects of openness, problem solving, and blaming on learning: An experiment in China. The Journal of Social Psychology, 145,(6),629-644.Tjosvold, D., Andrews, I.R. & Struthers, J.T. (1993). Leadership influence: Goal interdependence and power. Journal of Social Psychology. 132,(1),39-50.
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Implementation of 360° feedbacksystem
“Leaders, beware! The higher you go in an organization, the less likely people are to give you straight feedback”.
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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Executive coaching
Refreshment of the things learned during seminar
Discussion about relevant situations that happened in the main time
Evaluation of the action plan made during the seminar
Introduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
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SANOMA LEADERSHIP TRACK
PPA
Pha
se 1
Training 360° Feedback Training
3 months 3 months
...Follow up Coaching Sessions...
Ph
ase
2
TrainingFollow-up Coaching
Training
...360° feedback sessions...
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A culture of leadership
High Potentials
1 2 3 4
Top management
CEO
...
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EndIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
Thank you all for your attention!
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ReferencesIntroduction – Organization – Leader – Ideal Sanoma – Ideal Sanoma Leader – Solutions
Ambidextrous. (2007). Interview with Ivy Ross, by Alison King. Retrieved December 9, 2009, from http://ambidextrousmag.org/issues/06/ross.html
Cameron, K.S. & Quinn, R.E. (1999). Diagnosing and changing organizational culture: based on the competing value framework. Reading, MA: Addison-Wesley.
Edmondson, A.C., Roberto, M.A. & Watkins, M.D. (2003). A dynamic model of top management team effectiveness: managing unstructured task teams. The Leadership Quarterly, 14, (2),397-235.
Kayes, D.C. (2004). The 1996 Mount Everest climbing disaster: The breakdown of learning in teams. Human Relations, 57,(10),1263-1284.
LA progressive. (2007). Retrieved December 10, 2009, from http://www.laprogressive.com/2008/02/03/why-i-support-barack-obama/
Project Platypus. (2006). Reinventing Product Development at Mattel.Retrieved December 9, 2009, from http://www.aiga.org/content.cfm/project-platypus-reinventing-product-development-at-mattel-an-in
Tjosvold, D., Sun, H.F. & Wan, P. (2005b). Effects of openness, problem solving, andblaming on learning: An experiment in China. The Journal of Social Psychology,145,(6),629-644.
Tjosvold, D., Andrews, I.R. & Struthers, J.T. (1993). Leadership influence: Goalinterdependence and power. Journal of Social Psychology. 132,(1),39-50.
Wageman, R. (1997). Critical success factors for creating superb self-managing teams.Organizational Dynamics, 26,(1),49-61.