Top Five: Leadership, Ethics, Resistance to Change, and More

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JABS_72ppiRGB_150pixwHow can management scholars and practitioners better understand the factors that enable (or disable) ethics in organizational life? How can organizations heal after a crisis, and end up stronger than before? How are middle managers creating positive social change? These and other questions of organizational effectiveness and humane organizing are addressed in The Journal of Applied Behavioral Science’s current top five most-read articles. Some classic, some new, these papers are freely available to access using the links below through April 26. Please share and enjoy!

Linda Smircich and Gareth Morgan
Leadership: The Management of Meaning
The Journal of Applied Behavioral Science, September 1982

Eric B. Dent and Susan Galloway Goldberg
Challenging “Resistance to Change”
The Journal of Applied Behavioral Science, March 1999

David S. Bright and Ronald E. Fry
Introduction: Building Ethical, Virtuous Organizations
The Journal of Applied Behavioral Science, March 2013

Garima Sharma and Darren Good
The Work of Middle Managers: Sensemaking and Sensegiving for Creating Positive Social Change
The Journal of Applied Behavioral Science, March 2013

Edward H. Powley
The Process and Mechanisms of Organizational Healing
The Journal of Applied Behavioral Science, March 2013

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