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Abstract
As structural and technological boundaries are dismantled, a flat world of boundaryless organizations gives rise to a different type of boundary found in intergroup relations. In organizations worldwide, leaders are challenged to bridge social identity boundaries between groups of people with different histories, perspectives, values, and cultures. How can leaders bring together groups who have historically remained apart? This chapter focuses on the role of boundary-spanning leadership: leadership that bridges boundaries across groups in service of a broader vision, mission, or goal. The authors provide a detailed description of four boundary-spanning tactics that leaders can use to span differences across groups of people in organizational settings. This chapter is excerpted from ‘Crossing the Divide: Intergroup Leadership in a World of Difference'.
Authors:
John F Dovidio (Harvard Business School); Samuel L Gaertner (Harvard Business School); Marika J Lamoreaux (Harvard Business School)
Chapter from: "Crossing the Divide: Intergroup Leadership in a World of Difference"
Published by:
Harvard Business Publishing
Length: 16 pages
Authors:
Heather M Caruso (Harvard Business School); Todd Rogers (Harvard Business School); Max H Bazerman (Harvard Business School)
Chapter from: "Crossing the Divide: Intergroup Leadership in a World of Difference"
Published by:
Harvard Business Publishing
Length: 16 pages
Chapter from: "Crossing the Divide: Intergroup Leadership in a World of Difference"
Published by:
Harvard Business Publishing
Length: 17 pages
Chapter from: "Crossing the Divide: Intergroup Leadership in a World of Difference"
Published by:
Harvard Business Publishing
Length: 16 pages
Authors:
Eboo Patel (Harvard Business School); April Kunze (Harvard Business School); Noah Silverman (Harvard Business School)
Chapter from: "Crossing the Divide: Intergroup Leadership in a World of Difference"
Published by:
Harvard Business Publishing
Length: 15 pages
About
Abstract
As structural and technological boundaries are dismantled, a flat world of boundaryless organizations gives rise to a different type of boundary found in intergroup relations. In organizations worldwide, leaders are challenged to bridge social identity boundaries between groups of people with different histories, perspectives, values, and cultures. How can leaders bring together groups who have historically remained apart? This chapter focuses on the role of boundary-spanning leadership: leadership that bridges boundaries across groups in service of a broader vision, mission, or goal. The authors provide a detailed description of four boundary-spanning tactics that leaders can use to span differences across groups of people in organizational settings. This chapter is excerpted from ‘Crossing the Divide: Intergroup Leadership in a World of Difference'.
Related
Authors:
John F Dovidio (Harvard Business School); Samuel L Gaertner (Harvard Business School); Marika J Lamoreaux (Harvard Business School)
Chapter from: "Crossing the Divide: Intergroup Leadership in a World of Difference"
Published by:
Harvard Business Publishing
Length: 16 pages
Authors:
Heather M Caruso (Harvard Business School); Todd Rogers (Harvard Business School); Max H Bazerman (Harvard Business School)
Chapter from: "Crossing the Divide: Intergroup Leadership in a World of Difference"
Published by:
Harvard Business Publishing
Length: 16 pages
Chapter from: "Crossing the Divide: Intergroup Leadership in a World of Difference"
Published by:
Harvard Business Publishing
Length: 17 pages
Chapter from: "Crossing the Divide: Intergroup Leadership in a World of Difference"
Published by:
Harvard Business Publishing
Length: 16 pages
Authors:
Eboo Patel (Harvard Business School); April Kunze (Harvard Business School); Noah Silverman (Harvard Business School)
Chapter from: "Crossing the Divide: Intergroup Leadership in a World of Difference"
Published by:
Harvard Business Publishing
Length: 15 pages