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Accelerating Change: The Leadership Engagement Process

In: Engaging Leadership

Author

Listed:
  • Didier Marlier
  • Chris Parker

Abstract

Leadership: If leaders are not fully committed, ready to open up their defenses and take personal risks, willing to reduce the distance between them and their troops, prepared to build intimacy, able to show vulnerability and admit temporary incompetence, an engagement process is illusory. You cannot separate strategy from leadership; they have to be intimately connected in the individual leader. Engagement: We like to talk about the “intellectually compelling”—that is, what is rationally convincing—and about the “emotionally engaging”: what will rouse people from indifference and put energy into their intentions. Process: Engagement can’t be built on mere responses to events; it has to be built into a longer-term and purposeful agenda. It is worth putting energy into the leadership engagement process and skill set. It is an effective way to successfully implement sustainable change. It helps remove the barriers to change and engages people in the new strategic, organizational, or cultural direction. It works through the three agendas discussed in Chapter 1.

Suggested Citation

  • Didier Marlier & Chris Parker, 2009. "Accelerating Change: The Leadership Engagement Process," Palgrave Macmillan Books, in: Engaging Leadership, chapter 0, pages 87-120, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-23357-7_5
    DOI: 10.1057/9780230233577_5
    as

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