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Appreciative Intelligence® in leadership culture transformation: a case study

Author

Listed:
  • Hanna Lehtimäki
  • Johanna Kujala
  • Tojo Thatchenkery

Abstract

An internationally operating tyre manufacturer faced a challenge of a critically negative atmosphere caused by an abrupt insecurity in the market and recent layoffs. The Human Resources and Development Department called in a local university research team, and an organisation development (OD) intervention based on Appreciative Intelligence® and appreciative inquiry was set up to foster leadership culture that would support the international growth of the company. In the process, middle management was interviewed and the top management was engaged in discussing the current and future leadership culture. Middle management defined core values upon which various steps were to be taken to put the goals of future leadership culture in practice. The study shows how a difficult situation can be transferred into an appreciative positive future oriented action.

Suggested Citation

  • Hanna Lehtimäki & Johanna Kujala & Tojo Thatchenkery, 2013. "Appreciative Intelligence® in leadership culture transformation: a case study," International Journal of Human Resources Development and Management, Inderscience Enterprises Ltd, vol. 13(4), pages 244-258.
    • Handle: RePEc:ids:ijhrdm:v:13:y:2013:i:4:p:244-258
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