A Leadership Development Kōan: Vulnerability as Change Capacity

How are organizations embracing the emotional complexity of the emerging organizational landscape? More specifically, how do leaders develop the capacity necessary to infuse the organization's emotional circuitry with renewed energy at a time of transformation? In this essay, I posit that vulnerability can be the threshold for change capacity in institutional work, fortifying leaders' developmental trajectories and transforming organizing and organizations. While paradoxical, the regenerative nature of vulnerability yields change capacity requisite of navigating the emotional complexity leaders encounter on their developmental journeys.

Organisational change capacity and performance: the moderating effect of coercive pressure

PurposeTo examine three dimensions of organisational change capacity (OCC) which have been proposed sequentially in the following order: OCC for change will affect process capacity for change and develop context capacity for change. Specifically, this study explores the moderating effects of coercive pressure.Design/methodology/approachTo test the proposed hypotheses, this study conducted survey among middle-level leaders of the 11 top universities (autonomous higher education institutions – AHEIs) in Indonesia. This study used a sample of 92 respondents, deans 21 and vice deans 71 of 11 top Indonesian universities. To test data processing using the SmartPLS 3.0 tool.FindingsThe findings indicate that learning capacity for change is the starting point of OCC, and it influences process capacity and context capacity for change. Coercive pressure strengthens the relationship between learning capacity and context capacity for change. Further, context capacity for change determines organisational performance.Originality/valueThis study empirically examines the OCC construction mechanism as follows: learning capacity for change influences process capacity for change and then has an effect on the OCC for change, which ultimately affects organisational performance.

What Are the Sources of Organizational Change Capability? The Role of Transformational Leadership and Organizational Justice

The paper aims to clarify the influences of transformational leadership (TL) and aspects of organizational justice on change capacity of organizations. Structural equation modelling is applied to test the relationship among the research factors based on the survey of 315 employees in 72 Vietnamese firms. The results show aspects of organizational justice act as mediating roles in the relationship between TL and organizational change capacity. TL has greater effects on innovative culture, while organizational justice has greater effects on capable champions. This study highlights the importance of building the environment of justice in an organization to link TL and organizational change capacity. This study has provided valuable initiatives and deeper insights on the new and effective pathways for firms to improve their change competence and response more successfully and rapidly towards the shift of competitive context and business environment.

Incorporating Color Change Propensity into Dredged Material Management to Increase Beneficial Use Opportunities

Dredged materials provide a number of beneficial use opportunities, including beach nourishment, habitat creation and restoration, and other activities. In situ sediment color is important for determining aesthetic and habitat suitability, for beach nourishment, and for other projects. However, dredged materials must meet locally established color compatibility requirements (for example, material cannot be too dark). Often, potential sediment sources are close to meeting specified color thresholds, and previous observations suggest that sediments lighten over time. In response to these observations, this study quantified sediment color change potential in a dredged m aterial management context. Results indicate that dredged material sediment color responded to changes in secondary color components, sediment mixing, and photolytic bleaching improving the sediment color for beneficial use application. Findings allowed for development of a conceptual color change capacity framework and supported development of tools for resource managers to incorporate color change dynamic into planning and operations activities.The following report provides a framework for determining the color change capacity of dredged materials using (1) a comprehensive laboratory approach and (2) a semiquantitative index based on source material and placement location conditions. These tools allow practitioners to incorporate dredged-material color change into resource management decisions, thus increasing beneficial use opportunities.