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Бизнес в законе.
Экономико-юридический журнал
6'2016
5.7. APPRECIATIVE LEADERSHIP AND IMPACT ON INNOVATION
Ragae Mostafa, Master student, Egypt Study place: Peoples' Friendship University of Russia Aibergenuly Chingis, Master students, Kazakhstan Study place: Peoples' Friendship University of Russia Utkelbayeva Perizat, Master students, Kazakhstan Study place: Peoples' Friendship University of Russia Annotation: Appreciative Leadership is unique among leadership theories both past and present. This uniqueness is the catalyst for innovation which includes its strength-based practice, search for the positive in people and organizations, and the role this plays in organizational innovation and transformation. What follows is a summary of Appreciative Inquiry and the five main principles on which it is based. We then discuss Appreciative Leadership in terms of its place among leadership theories in general.
Keywords: appreciative Leadership, principles Liadership, innovations, transformation, companies.
ЭФФЕКТИВНОЕ ЛИДЕРСТВО
В ОРГАНИЗАЦИИ ИННОВАЦИОННОГО ТИПА
Рагае Мостафа, магистр, Египет
Место учебы: Российский университет дружбы народов Айбергентулы Чингис, студент магистратуры, Казахстан Место учебы: Российский университет дружбы народов Уткельбаева Перизад, студент магистратуры, Казахстан Место учебы: Российский университет дружбы народов Аннотация: Эффективное лидерство является уникальной теорией лидерства как в прошлом, так и настоящем. Уникальность заключается в способах поиска положительного в людях и организациях, а также в организационных инновациях и трансформациях. Ниже приводится краткое изложение об эффективном лидерстве и пять основных принципов, на которых оно основано. Затем мы рассматриваем эффективное лидерство с точки зрения его расположения среди теорий лидерства в целом.
Ключевые слова: эффективное лидерство, принципы лидерства, инновации, трансформации, предприятия.
Appreciative Leadership:
The role of an appreciative leader is to be a catalyst of change and to look for and nurture the best in others (Whitney, Trosten-Bloom, & Rader, 2010; Cooperrider & Whitney, 2005). An Appreciative Leader is a strength-based leader. Leaders are considered to be role models of appreciative inquiry in their relationships with others and participate along with other staff and colleagues in the inquiry process. Appreciative Leadership is the art of doing. It is about developing a style of leadership from inside out which embodies core AI principles, and acting in alignment in everyday life. In a sense, the leader is less important than the questions she or he asks, the discourse these questions create, and the ongoing quest
of seeing the positive potential in both the staff and organization. Leadership theories such as the Great Man Theory, Trait Theory, Behavior Theory, and Transformational Theory rely on the characteristics and behavior of the leader and elevate the leader in a way that would be counter - productive in an Appreciative Inquiry environment. Contingency Theory matches the characteristics of the leader with situational variables and therefore also misses the mark. What is necessary, and lacking in these other perspective on leadership, is the view of a positive core waiting to be discovered in all organizations. Transactional theories of leadership and Leader Membership Exchange (LMX) theories focus on the relationship of leader and member (Avolio, Walumba, & Weber, 2009). Both theories originate in behavioral theory although LMX theory has moved beyond this theory to focus on different aspects of leader-follower dyads. Appreciative Inquiry moves beyond this behavioral analysis and discussion of leader/follower dynamics to a broader view of organizational member participation as a co-constructor of present and future possibilities. Appreciative Leaders work towards a flatter hierarchical structure such that all staff participate in answering the central positive questions at hand and are empowered to innovate and create what is needed to move the organization forward. Appreciative Leaders trust the people they work with enough to step back and allow their staff, co-constructors of the organizational future vision, to get to work. This is a very different leadership role and although models of distributed and shared leadership may come closer in reflecting a flatter and more shared leadership structure, the key to Appreciative Leadership is the leader's place within an appreciative process which sets this leadership theory apart from many others.
Appreciative Inquiry:
Appreciative Leadership is grounded in the field of Appreciative Inquiry defined by Cooperrider & Whitney (2005) as «the co-evolutionary search for the best in people, their organizations, and the world around them. It involves systematic discovery of what gives a system 'life' when it is most effective and capable in economic, ecological, and human terms. Appreciative Inquiry involves the art and practice of asking questions that strengthen a system's capacity to heighten positive potential». Appreciative inquiry una-pologetically and deliberately focuses on the positive in organizations in ways that unleash creativity and new possibilities for both the organization and its employees and, in doing so, sets itself apart from other leadership and organizational change theories. What does it mean to approach leadership and organizational change from a stance of Appreciative Inquiry? To begin with, Appreciative Inquiry taps into what is termed the positive change core of the organization. AI «assumes that every living system has many untapped and rich and inspiring accounts of the positive». The positive change core of the organization is seen to be a vast and untapped resource in organizations. It is the energy of this core of positive stories and accounts of mountain top moments and most memorable achievements collected from the people in organizations that fuel the change in the organization. Appreciative Inquiry is based on five main principles that reflect its theoretical base and views on change.
- These principles are the Constructivist Principle,
- The Principle of Simultaneity,
- The Poetic Principle,
- The Anticipatory Principle,
- The Positive Principle.
We outline each principle below and identify the link between these principles and how Appreciative Leadership begins to unfold
Ragae M., Aibergenuly Ch., Utkelbayeva P.
APPRECIATIVE LEADERSHIP AND IMPACT ON INNOVATION
from these principles. The Constructivist Principle acknowledges that organizations are living, human constructions. To be a leader, according to this principle, is to know and understand an organization as a human construction, as ever changing, and is 'how' one knows an organization. The Principle of Simultaneity sees inquiry as intervention. Rather than one following the other, the questions we ask and the changes we make are not separate moments but are considered to be simultaneous. Appreciative Inquiry sees change as embedded in the types of questions we ask. What results from our questions becomes that which shapes our future. Leaders, then, guide which questions are asked, what changes are made, and encourages movement toward a new future. The Poetic Principle reflects the metaphor that an organization is much like an emerging book. However, this story is constantly being co-authored and re-interpreted. All topics, like all human experience, are open to exploration and re-consideration. There is no need therefore to rehash and relive the same reality over and over again. We can ask new questions. The Appreciative Leader makes the story, and its unfolding, explicit. Each participating author of the story in acknowledged and validated for contributing, wherever the story may go. The Anticipatory Principle is based on the observation that human beings are forever looking to and anticipating the future. What we imagine about the future and our conversations about that future guides present behavior. Inquiry, the kinds of questions we ask, helps to shape that anticipatory reality. An Appreciative Leader encourages positive inquiry and an imagery which leads to new, even multiple, future realities. This plays out as a communal forum which involves all its participants. The final principle of Appreciative Inquiry, The Positive Principle, is both clear and profound. Appreciative Inquiry is ultimately relational. Positive affect, caring, shared meaning, and purpose fuel change efforts. The more positive the central driving question, the more momentum for change is created and the more lasting the change experienced. Accordingly, leaders monitor and manage this frame of reference. Research into Appreciative Inquiry has determined the veracity of its claims in reference to organizational transformation. In a meta-case analysis answering the question, «When is Appreciative Inquiry transformational?» Bushe and Kassam (2005) investigated 20 cases of companies using Appreciative Inquiry to change their social and organizational environments. The most powerful and transformational changes occurred in the Appreciative Inquiry cases where:
1) there was a focus on changing how people think rather than on what people do and;
2) where there was support for and freedom for staff to innovate and organize themselves in order to follow new ideas.
Bushe and Kassam also caution that using Appreciative Inquiry techniques with conventional organizational change processes, which «rely on elaborate and formalized implementation strategies, parallel structures, and project management techniques» may yield fewer transformational outcomes. Appreciative inquiry has been critiqued by a number of scholars, many of whom use. One of the most common critiques involves the initial focus of AI on positive stories and experiences. Focusing exclusively on positive expe-
riences may result in invalidating the negative experiences of staff and result in missed opportunities to address these experiences and the potentially helpful conversations that might arise out them (Bushe, 2012). In other research (Bushe, 2010), Appreciative Inquiry is suggested to result in transformational change only if it addresses problems of real concern of staff. Identifying the negative may not be generational but it may still have a place in the overall Appreciative Inquiry and leadership process.
Appreciative Leadership is key element for having innovative atmosphere in any corporate, to ensure the harmony between all elements, to overcome any hazards that appear and to secure prosperity to the corporate.
Список литературы:
1. Whitney, Trosten-Bloom, & Rader, 2010; Cooperrider & Whitney, 2005
2. Avolio, Walumba, & Weber, 2009
3. Cooperrider, David and Whitney, Diana. (2005) Appreciative Inquiry: a
Positive Revolution in Change. Berrett-Koehler
4. Bushe and Kassam (2005)
5. Bushe, 2010&2012
6. Adams, Marilee G. (2004) Change Your Questions - Change Your Life.
BerrettKoehler Publishers, Inc.
7. Buckingham, Marcus. (2006) One Thing You Need to Know. Simon and
Shuster
8. Bushe, Gervase R. (2001) Clear Leadership. Davis Black
РЕЦЕНЗИЯ
на статью магистров Мостафы Рагаев (Египет); Перизад Уткельбаевой, Чингиза Айбергентулы (Казахстан) на тему: Appreciative Leadership and Impact on Innovation
Авторы статьи, магистры английской магистратуры «Innovation in business creation», выбрали для своего научного исследования тему, касающуюся проблем эффективного лидерства в организации инновационного типа. Данная тема носит актуальный характер для экономики любой страны, заинтересованной в развитии технологического процесса, который предполагает инновационный тип развития предприятий.
Исследование магистров основано на изучении теоретических работ известных зарубежных исследователей: Whitney, Trosten-Bloom, & Rader, 2010; Cooperrider & Whitney, 2005, занимающихся вопросами эффективного лидерства в современных условиях.
В своей статье авторы рассматривают различные теории лидерства и принципы формирования эффективного лидерства, столь необходимого для развития инновационного процесса.
Авторы работы делают справедливый вывод о том, что суть эффективного лидерства в современных условиях - это создание инновационной среды, стимулирующей креативное развитие каждого участника экономического процесса.
Работа Мостафы Рагаева (Египет), П. Уткельбаевой, Ч. Айбергентулы (Казахстан) носит законченный и фундированный характер, выводы логичны и доказательны.
Статья М. Рагаева (Египет), П. Уткельбаевой, Ч. Айбергентулы (Казахстан) на тему Appreciative Leadership and Impact on Innovation может быть рекомендована для публикации.
Руководитель
магистерской программы
Иванова Т.Б.
