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Digital leadership, agile change and...

Kupiek, Martin.

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Digital leadership, agile change and the emotional organization = emotion as a success factor for digital transformation projects /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Digital leadership, agile change and the emotional organization/ by Martin Kupiek.
Reminder of title:	emotion as a success factor for digital transformation projects /
Author:	Kupiek, Martin.
Published:	Wiesbaden :Springer Fachmedien Wiesbaden : : 2021.,
Description:	xvii, 174 p. :ill., digital ;24 cm.
[NT 15003449]:	1. Digital Leadership in the Agile World and the Present of Change Management -- 2. What We (Can and Should) Know About Emotions Today -- 3. Emotions and Organizational Culture -- 4. Emotions and Agile Change -- 5. Concepts and Instruments for Dealing with Emotions -- 6. Conclusion.
Contained By:	Springer Nature eBook
Subject:	Leadership. -
Online resource:	https://doi.org/10.1007/978-3-658-33489-5
ISBN:	9783658334895

Digital leadership, agile change and the emotional organization = emotion as a success factor for digital transformation projects /
Kupiek, Martin.

Digital leadership, agile change and the emotional organizationemotion as a success factor for digital transformation projects /[electronic resource] :by Martin Kupiek. - Wiesbaden :Springer Fachmedien Wiesbaden :2021. - xvii, 174 p. :ill., digital ;24 cm. - Future of business and finance,2662-2467. - Future of business and finance..

1. Digital Leadership in the Agile World and the Present of Change Management -- 2. What We (Can and Should) Know About Emotions Today -- 3. Emotions and Organizational Culture -- 4. Emotions and Agile Change -- 5. Concepts and Instruments for Dealing with Emotions -- 6. Conclusion.

This book shows an innovative way for managers to gain a better understanding of emotions in teams and organizational units and thus positively influence agile development in the context of digital transformation of companies. Digitalization does not just lead to technical changes. It dramatically changes the way employees work with each other as well as how executives play their roles. In an agile working environment, middle management in particular loses power, influence, and relevance, and customer relationships are subject to greater affectivity. The result is an increased emotionalization of the actors, which should be recognized and understood prior to designing the emotional landscape of the organization and to developing and implementing successful business models. The author introduces various conventional and AI-based instruments based on current research for handling emotions, supported by practical concepts.

ISBN: 9783658334895

Standard No.: 10.1007/978-3-658-33489-5doiSubjects--Topical Terms:

523710
Leadership.

LC Class. No.: HD57.7 / .K86 2021

Dewey Class. No.: 658.4092

Digital leadership, agile change and the emotional organization = emotion as a success factor for digital transformation projects /
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245 1 0 $a Digital leadership, agile change and the emotional organization $h [electronic resource] : $b emotion as a success factor for digital transformation projects / $c by Martin Kupiek.
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300 $a xvii, 174 p. : $b ill., digital ; $c 24 cm.
490 1 $a Future of business and finance, $x 2662-2467
505 0 $a 1. Digital Leadership in the Agile World and the Present of Change Management -- 2. What We (Can and Should) Know About Emotions Today -- 3. Emotions and Organizational Culture -- 4. Emotions and Agile Change -- 5. Concepts and Instruments for Dealing with Emotions -- 6. Conclusion.
520 $a This book shows an innovative way for managers to gain a better understanding of emotions in teams and organizational units and thus positively influence agile development in the context of digital transformation of companies. Digitalization does not just lead to technical changes. It dramatically changes the way employees work with each other as well as how executives play their roles. In an agile working environment, middle management in particular loses power, influence, and relevance, and customer relationships are subject to greater affectivity. The result is an increased emotionalization of the actors, which should be recognized and understood prior to designing the emotional landscape of the organization and to developing and implementing successful business models. The author introduces various conventional and AI-based instruments based on current research for handling emotions, supported by practical concepts.
650 0 $a Leadership. $3 523710
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