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Published by:
ESMT European School of Management and Technology (2010)
Version:
21 October 2010
Length:
14 pages
Data source:
Published sources

Abstract

This is the first of a four-case series. The case series illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.

Topics

Adaptive leadership; Leadership; Adaptive change; Change; Resistence to change
Location:
Industry:
Size:
150 employees
Other setting(s):
1999-2007

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