Change Engagement

Organizational Culture, Leadership,

Change and Stress

_______________

Manfred KETS DE VRIES

Laura GUILLEN RAMO

Konstantin KOROTOV

2009/10/EFE/IGLC

Organizational Culture, Leadership, Change, and Stress1

by

Manfred Kets de Vries*

Laura Guillén Ramo**

and

Konstantin Korotov***

*

The Raoul de Vitry d'Avaucourt Chaired Professor of Leadership Development, Clinical

Professor of Leadership Development, Director, INSEAD Global Leadership Centre (IGLC) at

INSEAD, Boulevard de Constance, 77305 Fontainebleau Cedex Ph: (0)160724155 Email:

manfred.kets.de.vries@insead.edu

**

Post-Doctoral Research Fellow, INSEAD Global Leadership Centre, at INSEAD, Boulevard

de Constance, 77305 Fontainebleau Cedex Ph: (0)160729179 Email: laura.guillen@insead.edu

***

Assistant Professor, ESMT, European School of Management and Technology, Berlin

Ph: +49 (0) 30 212 31-1299 Email: konstantin.korotov@esmt.org

A working paper in the INSEAD Working Paper Series is intended as a means whereby a fac ulty

researcher's thoughts and findings may be communic ated to interested readers. The paper should be

considered preliminary in nature and may require revision.

Printed at INSEAD, Fontainebleau, France. Kindly do not reproduce or circulate without permission.

1

To be published in Cooper, C., Quck, J. and Schabraq, M. (2009) Work and Health Psychology

Handbook—3rd edition, London: Wiley/ Blackwell

1

all weak men he laid an exaggerated stress on not changing his mind.

W. Somerset Maugham, Of Human Bondage

“Any company can become a great place to work.” This is an appealing statement, but

how are “great places to work” characterized? At the heart of the definition of a great

place to work are trust and mutual respect between senior executives and their

employees, and value-driven leadership—performance with purpose. Great places to

work show a strong commitment from CEO and senior management (who walk the

talk), a genuine belief...