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dc.contributor.authorWetzel, Ralf
dc.contributor.authorNees, Frauke
dc.date.accessioned2017-12-02T15:00:47Z
dc.date.available2017-12-02T15:00:47Z
dc.date.issued2017
dc.identifier.urihttp://hdl.handle.net/20.500.12127/5881
dc.description.abstractThe article improves the understanding of leadership in organizational change by drawing on the metaphor of the Tango Argentino. Based on the reasonably young research stream of Organizational Aestetics, the relationship between a leader and a follower is compared and exploited to better understand the essentials of leading and following in organizational change. The article shows the importance of a trustful, resilient connection between leader and follower to successfully and substantially design organizational change. By giving up of control, and following the follower especially the leader can gain new resources to explore new territory while the follower can prove and take on responsibility for successfully shaping a better organizational future
dc.language.isoen
dc.subjectPeople Management & Leadership
dc.subjectChange Leadership
dc.subjectTango Argentino
dc.subjectFollowership
dc.subjectOrganizational Aesthetics
dc.subjectApplied Dance
dc.titleAsymmetry revisited: what leadership of organizational change can learn from Tango Argentino
dc.identifier.journalSCMS Journal of Indian Management
dc.source.volumeXIV
dc.source.issue2
dc.source.beginpage57
dc.source.endpage66
vlerick.knowledgedomainPeople Management & Leadership
vlerick.supervisor
vlerick.typearticleArticle in academic journal - other
vlerick.vlerickdepartmentP&O
dc.identifier.vperid206469
dc.identifier.vperid136964
dc.identifier.vpubid7204


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