Organizational Transformation
How to Achieve It, One Person at a Time

Bruce J. Avolio (Author)

9780804797931

Hardback, published 12 June 2018

216 pages, 10 figures
22.9 x 15.2 x 1.5 cm, 0.666 kg

"It is said the only certainties in life are death and taxes. In 21st century business, the only certainty is change. The ability to effectively guide companies through a transformation is critical to keeping organizations competitive. Steeped in deep research, Organizational Transformation provides leaders and human resource professionals with invaluable insights they will find easy to digest and apply for impactful change."—Dave Gartenberg, CHRO, Avanade Inc. "In this powerful book, Bruce Avolio demonstrates why he is the top big thinker amongst leadership scholars. He knows through research and advising successful companies that leading change in dynamic organizations is a human endeavor, which happens one individual at a time. He provides critical insights to leaders to effectively navigate the transformation of individuals and scaling up organizations."—Sean T. Hannah, Wake Forest University "This book powerfully and uniquely abandons the formulaic "how-to list," instead placing control where it should be: in the hands of the organizational leader. It brilliantly presents a progressive guide for leaders to position their organization and envision a path toward transformational change."—Thomas A. Kolditz, Rice University "Avolio demonstrates his mastery of and uncommon ability to integrate a wide set of psychological, leadership, and organizational research streams to create a detailed and theoretically sound model of individual-within-organization transformation."—Sean T. Hannah, Personnel Psychology

It is estimated that approximately seventy percent of organizations fail in their attempts to implement transformative change. This book will help lessen that rate. Using real-world examples, Bruce J. Avolio maps four states of change that any organization must go through: identifying and recognizing, initiating, emerging and impending, and institutionalizing new ways of operating. Each state is described in detail, as are the leadership qualities necessary to solidify and transition from one to the next. These "in-between moments" are an often-overlooked key to organizational transformation. So too is the fact that organizational change happens one individual at a time. For transformation to take root, each person must shift his or her sense of self at work and the role that he or she plays in the transforming organization.

1. Building the Narrative
2. First Principle: Changing the Self-Concept
3. The Four-State Model
4. The Identifying State:The Signal for Change
5. The Initiating State: Beginning the Launch
6. The Impending State: Breaking Better
7. The Institutionalizing State: Defining "
My Organization"

8. A Tale of Two Transformations
9. Becoming the Change and Sustaining It
10. Developing as a Transformative Leader