Leader and team behaviour during organizational change: a systems psychodynamic stance.

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dc.contributor.author Cilliers, F.V.N.
dc.date.accessioned 2009-08-03T09:17:17Z
dc.date.available 2009-08-03T09:17:17Z
dc.date.issued 2006
dc.identifier.citation 32(1), 33-41. en
dc.identifier.uri http://hdl.handle.net/10210/2905
dc.description.abstract The aim of this research was to explore the dynamic nature of leader and team behaviour during organizational change, using five different organisational constellations or neurotic personality styles, namely the paranoid, schizoid, depressive, compulsive and histrionic styles. Qualitative research was conducted, comprising of two focus groups with eight psychologists consulting regularly to organisational change. The data was content analysed and interpreted from the systems psychodynamic stance. Each style’s leader and team behavioural manifestations are discussed. The findings and recommendations can be used by consulting psychologists towards understanding and implementing organisational change dynamics. en
dc.language.iso en en
dc.publisher SA Journal of Industrial Psychology en
dc.rights Complies with the rights as specified by the publisher: http://www.sajip.co.za/ & Copyright University of Johannesburg en
dc.subject Organizational change en
dc.subject Neurotic personality styles en
dc.subject Psychodynamic stance en
dc.subject Organizational styles dynamics en
dc.title Leader and team behaviour during organizational change: a systems psychodynamic stance. en
dc.type Article en

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