Appreciative Intelligence® in leadership culture transformation: a case study
by Hanna Lehtimäki; Johanna Kujala; Tojo Thatchenkery
International Journal of Human Resources Development and Management (IJHRDM), Vol. 13, No. 4, 2013

Abstract: An internationally operating tyre manufacturer faced a challenge of a critically negative atmosphere caused by an abrupt insecurity in the market and recent layoffs. The Human Resources and Development Department called in a local university research team, and an organisation development (OD) intervention based on Appreciative Intelligence® and appreciative inquiry was set up to foster leadership culture that would support the international growth of the company. In the process, middle management was interviewed and the top management was engaged in discussing the current and future leadership culture. Middle management defined core values upon which various steps were to be taken to put the goals of future leadership culture in practice. The study shows how a difficult situation can be transferred into an appreciative positive future oriented action.

Online publication date: Sat, 22-Nov-2014

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Human Resources Development and Management (IJHRDM):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com