Ethel Brundin Emotions in Motion The Strategic Leader in a Radical Change Process Jönköping International Business School P.O. Box 1026 SE-551 11 Jönköping Tel.: +46 36 15 77 00 E-mail:
[email protected] www.jibs.se Emotions in Motion - The Strategic Leader in a Radical Change Process JIBS Dissertation Series No. 012 © 2002 Ethel Brundin and Jönköping International Business School Ltd. ISSN 1403-0470 ISBN 91-89164-32-6 Printed by Ark Tryckaren AB, 2002 Preface Some twenty years ago, I started my own company together with two former colleagues. There was nothing spectacular about this, even if at the time it was considered somewhat different for a young woman to do such a thing and also act as the managing director. However, the spectacular thing was that in forming this company we tried to do so by conforming to rules, regulations and current standards – but there was a lot of hassle on a variety of issues to come to an agreement. In those negotiations we all showed, felt and expressed a good deal of emotions. However, there seemed to be a tacit agreement that those emotions were not to affect our decisions about the structure and running of the business. At least we pretended that this was the case. As a professional consultant within the field of strategic and organisational change, I often came across a great deal of emotions among strategic leaders, managers and other employees. This was even more explicit in different change processes of the companies. Nevertheless, emotions were something one tried to exclude from strategic leadership.