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Palgrave Macmillan

Dialogue in Organizations

Developing Relational Leadership

  • Book
  • © 2015

Overview

Authors:
  1. Megan Reitz

    1. Ashridge Business School, Berkhamsted, UK

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Table of contents (9 chapters)

  1. Front Matter

    Pages i-xiii
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  2. Introduction

    • Megan Reitz
    Pages 1-2

  3. Relational Leadership and Dialogue: A Gap in Knowledge

    • Megan Reitz
    Pages 3-38

  4. Relational Leadership and Dialogue: Applying an Action Research Approach

    • Megan Reitz
    Pages 39-79

  5. Presence: The Tyranny of ‘Busyness’ and Its Affect on Relational Leadership and Dialogue

    • Megan Reitz
    Pages 80-108

  6. Rules of the Game and Façade: ‘Being’ Rather Than ‘Seeming’

    • Megan Reitz
    Pages 109-135

  7. Power and Judgements: Leader-Follower Mutuality

    • Megan Reitz
    Pages 136-165

  8. Dialogue: Sensing Relational Encounter Amidst Complexity

    • Megan Reitz
    Pages 166-194

  9. Towards a Theory of Leader-Follower Encounter

    • Megan Reitz
    Pages 195-237

  10. Relational Leadership and Dialogue: A Personal Reflection

    • Megan Reitz
    Pages 238-240

  11. Back Matter

    Pages 241-258
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Keywords

About this book

In politics, business and society, 'better' leadership and dialogue are seen as antidotes to the paradoxical issues of the modern world. This book illustrates how the compulsion for 'busyness', the assumptions about who leaders are and the adherence to implicitly-held cultural norms threaten the possibility of effective dialogue in organizations.

Authors and Affiliations

  • Ashridge Business School, Berkhamsted, UK

    Megan Reitz

About the author

Megan Reitz is Director at Ashridge Business School, UK, where she teaches, supervises, consults and conducts research on issues relating to leadership and organizational dialogue. In addition, she runs her own consulting practice internationally. Prior to joining Ashridge, Megan worked in global professional services and in the internet retail industry.

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