|Publisher:||Palgrave Macmillan UK|
|Product dimensions:||5.51(w) x 8.50(h) x 0.04(d)|
About the Author
Megan Reitz is Director at Ashridge Business School, UK, where she teaches, supervises, consults and conducts research on issues relating to leadership and organizational dialogue. In addition, she runs her own consulting practice internationally. Prior to joining Ashridge, Megan worked in global professional services and in the internet retail industry.
Table of ContentsINTRODUCTION 1. RELATIONAL LEADERSHIP AND DIALOGUE: A GAP IN KNOWLEDGE 2. RELATIONAL LEADERSHIP AND DIALOGUE: APPLYING AN ACTION RESEARCH APPROACH 3. PRESENCE: THE TYRRANY OF 'BUSYNESS' AND ITS AFFECT ON RELATIONAL LEADERSHIP AND DIALOGUE 4. RULES OF THE GAME AND FAÇADE: 'Being' rather than 'seeming' 5. POWER AND JUDGEMENTS: Leader-follower mutuality 6. DIALOGUE: Sensing relational encounter amidst complexity 7. TOWARDS A THEORY OF LEADER-FOLLOWER ENCOUNTER 8. RELATIONAL LEADERSHIP AND DIALOGUE: A PERSONAL REFLECTION 9. REFERENCES