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Systemic Development of Leadership: Action Research in an Indian Manufacturing Organization

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  • Vikas Rai Bhatnagar

    (Hyperspace Action Research Services
    Management Development Institute)

Abstract

This insider action research study differentiates between developing leaders and leadership, evolves a systemic leadership model, and intervenes on the human, social and processes dimensions for developing leadership. This is a real-time study and responds to the organizational reality of fast pace of change and its systemic nature. Consequently, the research too is fast to guide actions and influence positive changes in the organization. As the action research addresses a systemic reality, research and contributions are in multiple aspects, with new techniques having huge implications for theory building as well as improving practice. The study provides a structural solution to perceived lack of commitment in senior colleagues—a syndrome I acronym as HILE (High Intentions and Lukewarm Execution)–by re-designing organizational processes and making time available for its effective utilization in developing leadership. A new technique of triggering major changes in organizations termed “concept sublimation” distils concept from the statements of major stakeholder and sublimates it from lower to higher unit of analysis and to higher levels of positivity. Statistical simplification of a competency framework by applying concepts from Euclidian geometry and making it effective is yet a unique contribution of this action research study. The study adapts the competing values framework in developing a method of assessing cultural congruence of a candidate with the culture of the organization. The uniqueness of the study lies in bridging the gap in the literature by actually and systemically developing leadership in an organization and providing pragmatic insights on developing leadership while also creating knowledge for theory building.

Suggested Citation

  • Vikas Rai Bhatnagar, 2017. "Systemic Development of Leadership: Action Research in an Indian Manufacturing Organization," Systemic Practice and Action Research, Springer, vol. 30(4), pages 339-376, August.
    • Handle: RePEc:spr:syspar:v:30:y:2017:i:4:d:10.1007_s11213-016-9398-z
    DOI: 10.1007/s11213-016-9398-z
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    References listed on IDEAS

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    1. Ikujiro Nonaka, 1994. "A Dynamic Theory of Organizational Knowledge Creation," Organization Science, INFORMS, vol. 5(1), pages 14-37, February.
    2. Haridimos Tsoukas & Efi Vladimirou, 2001. "What is Organizational Knowledge?," Journal of Management Studies, Wiley Blackwell, vol. 38(7), pages 973-993, November.
    3. Herbert A. Simon, 1991. "Bounded Rationality and Organizational Learning," Organization Science, INFORMS, vol. 2(1), pages 125-134, February.
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    Cited by:

    1. Vikas Rai Bhatnagar, 2021. "Employing Local Systemic Intervention for Evolving a Transformational Organization Strategy-Action Research in an Indian Business School," Systemic Practice and Action Research, Springer, vol. 34(6), pages 683-712, December.
    2. Roberta Alves & Karen Lana Alves Ferreira & Renato da Silva Lima & Flavia Tuane Ferreira Moraes, 2021. "An Action Research Study for Elaborating and Implementing an Electronic Waste Collection Program in Brazil," Systemic Practice and Action Research, Springer, vol. 34(1), pages 91-108, February.

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