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Chapter from: "The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World"
Published by: Harvard Business Publishing
Published in: 2009

Abstract

Like the organization you are trying to lead, you are a complex individual with competing interests and values, preferences and tendencies, aspirations and fears. As the authors suggest, you are a system. To understand your personal system, you have to take stock of your personality, life experiences, cognitive and other skills, and emotional makeup. You also need to appreciate that your behaviors and decisions stem not just from forces within yourself, but also from forces acting on you in any given organizational situation. By understanding which roles you play in your organization, you can identify the resources and constraints on your ability to make things happen. This chapter describes the many selves that constitute you - as a system. This chapter is excerpted from ‘The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World'.

About

Abstract

Like the organization you are trying to lead, you are a complex individual with competing interests and values, preferences and tendencies, aspirations and fears. As the authors suggest, you are a system. To understand your personal system, you have to take stock of your personality, life experiences, cognitive and other skills, and emotional makeup. You also need to appreciate that your behaviors and decisions stem not just from forces within yourself, but also from forces acting on you in any given organizational situation. By understanding which roles you play in your organization, you can identify the resources and constraints on your ability to make things happen. This chapter describes the many selves that constitute you - as a system. This chapter is excerpted from ‘The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World'.

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