Power, politics, and organizational change: winning the turf game

Abstract

being, and to stretch beyond their current self-concept or identity. Practically the chapter offers a variety of ‘Experiments with Your Self’ (155). Chapter Five ‘Managing the Stepping-Up Process’ reinforces the idea that becoming a leader is a process or slow transition, not a one-off event, as in taking up a new post. Ibarra reiterates the point that knowing what kind of leader you want to become emerges rather than being part of an initial plan. Very usefully, the chapter acknowledges that there can be false starts, problems and a need for corrections in the process. A final, short Conclusion invites readers to ‘Act Now’. I have already recommended this book to managers on MBA and DBA programmes and found it useful as well as provocative. Try it and see for yourself.