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dc.contributor.authorJordaan, Barney
dc.contributor.editorKok, Jacobus
dc.contributor.editorvan den Heuvel, Steven
dc.date.accessioned2018-06-26T12:50:34Z
dc.date.available2018-06-26T12:50:34Z
dc.date.issued2018
dc.identifier.isbn9783319988832
dc.identifier.urihttp://hdl.handle.net/20.500.12127/6001
dc.description.abstractOrganisations that are able to adapt quickly to changing circumstances in their operating environment have a competitive advantage. This level of "agility" involves more than simply developing new strategies and organisational structures to enable the rapid gathering of relevant information and equally rapid response times. Agility also - if not primarily - requires an ability on the part of people in the organisation to collaborate effectively to improve their decision-making abilities both as far as speed and quality of outcome are concerned. Collaboration involves more than the mere acquisition of a particular skills set, e.g., to listen and communicate effectively, or procedural adeptness. Creating a collaborative working environment requires a climate of trust within the organisation and a mindset that is focused on working with, rather than against others to achieve common organisational goals and objectives. Given the human propensity to compete and the so-called trust deficit prevalent in organisations, trustworthiness on the part of leaders and an ability to instil a culture of colloboration are required. However, a number of human and organisational obstacles would need to be overcome to achieve this.
dc.language.isoen
dc.publisherSpringer
dc.subjectAgility
dc.subjectCollaboration
dc.subjectLeadership
dc.titleLeading organisations in turbulent times: Towards a different mental model
dc.title.alternativeLeading in a VUCA world. Integrating leadership and spirituality
dc.contributor.departmentUniversity of Stellenbosch Business School, South Africa
vlerick.knowledgedomainPeople Management & Leadership
vlerick.typebookBook Chapter
vlerick.vlerickdepartmentP&O
dc.identifier.vperid159574


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