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Leader and team behaviour during organisational change : a systems psychodynamic stance

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dc.contributor.author Cilliers, Frans
dc.date.accessioned 2009-11-09T13:23:31Z
dc.date.available 2009-11-09T13:23:31Z
dc.date.issued 2006
dc.identifier.citation Cilliers, F. 2009, 'Leader and team behaviour during organisational change : a systems psychodynamic stance', SA Journal of Industrial Psychology, vol. 32, no. 1, pp. 33-41. en
dc.identifier.issn 0258-5200
dc.identifier.uri http://hdl.handle.net/10500/2827
dc.description Journal article en
dc.description.abstract The aim of this research was to explore the dynamic nature of leader and team behaviour during organisational 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 Open Journals en
dc.subject Team behavioural manifestation
dc.subject Organisational change
dc.title Leader and team behaviour during organisational change : a systems psychodynamic stance en
dc.type Article en


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