Creating Organizational Value Through Dialogical Leadership
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Creating Organizational Value through Dialogical Leadership
This book demonstrates Dialogical Leadership which is the workplace application of the Dialogical Self Theory, first developed by Dutch psychologist Hubert Hermans in the 1990s. It encourages scientists and science-practitioners interested in leadership issues to discuss the power of dialogue in solving workplace culture problems. Van Loon’s work extends the concept of Dialogical Self Theory to the leadership of organizations, drawing on social constructionism by the American psychologist Ken Gergen and the leadership framework of British academic Keith Grint. This book explicitly links the health of organizations to the psychological and emotional health of those who lead them, concluding with the factors of teamwork and motivation. Dialogical Leadership jettisons the idea that organizations are run by ‘superheroes’, presenting a more realistic picture of the workplace. This is the first book to isolate ‘generative dialogue’ as the key mechanism for successful change and transformation programs in organizations. It rejects the idea that successful organizations are ‘rational systems’ conforming to scripts laid down by leaders, and it places dialogue and co-creation – ‘reciprocal exchange’ – at the heart of successful change programs. It starts from the kinds of questions leaders ask themselves – their ‘interior dialogue’ – and the quality of their interactions with others – their external dialogues – which can as shown in this book, be the difference between success and failure.
Understanding Dialogical Leadership
Author: Rens (E.) J. P. van Loon
language: en
Publisher: Taylor & Francis
Release Date: 2025-08-25
Understanding Dialogical Leadership emphasizes the power of dialogue, self-reflection, and shared decision-making in navigating the complexities of collaborative leadership, especially in the face of evolving challenges in modern life. The book underscores the importance of being conscious and open to diverse perspectives. The four pillars of dialogical leadership, which form the foundation of its philosophy, focus on flexible application of internal and external dialogues, self-awareness in leadership roles, proactive interchange of influence styles, and creating conditions for meaningful dialogues. A dialogue approach can provide answers to critical questions and wicked issues in the contemporary world, such as the balance between intellect and wisdom in the age of advanced technologies. The book positions dialogue as a dynamic force that brings people together, fostering an environment where valuable insights can emerge. The authors intertwine the ideas of Yuval Harari, David Bohm, Kenneth Gergen, Hubert Hermans, and other leadership authorities, highlighting the importance of relational reflection, with the practice of self-observation, meta-consciousness, and meditation. The objective is to create a collaborative and empowering environment that fosters innovation, trust, and the well-being of others. Transcending traditional leadership models by acknowledging the need for adaptability, self-awareness, and open communication, and including a chapter on dialogical leadership and artificial intelligence, this book encourages leaders to engage in conversations that bridge diverse perspectives and foster a deeper understanding of the self in a relational world and the complex challenges faced by humanity. It will appeal to leaders, coaches, and HR professionals, as well as those studying and looking to develop leadership.
The Dialogical Challenge of Leadership Development
In the Foreword to The Dialogical Challenge of Leadership Development, eminent scholar Ken Gergen shrewdly points to dialogue as an optimal tool for organizational communication in the 21st Century. Gergen’s comment serves as a quintessential backdrop of the book you are about to read. Dialogical practice is no longer a distant option for organizational leaders to passively consider. Instead, it has become an indispensable tool for leaders who understand the critical significance of relational influence and sustainability for navigating today’s increasingly complex and wicked organizational and societal challenges. Thanks to the wide-ranging talent and varied perspectives of leading scholars and seasoned practitioners from around the globe who graciously contributed to this volume, The Dialogical Challenge of Leadership Development offers compelling evidence that - whether they arise from Brazilian favelas or the world’s largest corporate boardrooms - the challenges which leaders face on a daily basis can be effectively addressed through dialogical practice.