Barenboim: Adaptive Leadership (A)
Ulf Schäfer; Konstantin Korotov
ESMT European School of Management and Technology
The four-part case study (text cases A, B, C, and video case D) illustrates key concepts and lessons about leading adaptive change in the context of some extra-musical initiatives of Berlin-based and world-famous conductor and pianist Daniel Barenboim. The case illustrates the challenges associated with resistance to adaptive change, understanding of stakeholders, management of conflicts, and the psychological challenges of leading unpopular, although important, change efforts under the conditions of pressure from various affected parties, who consciously or unconsciously attempt to divert the change-oriented leader from pushing forward. The case serves as fruitful ground for exploration of the theory of adaptive change (as put forward by Heifetz and Linsky), discussion of the dangers of leading, and psychological challenges of leading.
The case study can be used to initiate a discussion with MBA students and executives on a variety of topics and within various types of leadership courses. We have used this case to launch a discussion on: a) Leadership as carrying out adaptive change efforts; b) The dangers of leading; c) The role of a leader and the expectations followers have of him or her, d) Change efforts and resistance to change. The case series can be taught in a format ranging 90 to 150 minutes. In this teaching note, we will outline teaching the case in a 120-minute format.
Arts, Entertainment, Sports and Recreation
Israel; 150 employees; 1997-2007
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