Abstract
The modern organizational landscape constantly challenges managers with complexities stemming from globalization, shifting workforce demographics, and rapid technological advancements that change the meaning of work. Traditional, rigid hierarchical methods often fall short amidst these fluid changes. This paper explores the role of constructionist skills as a dynamic managerial framework for tackling contemporary workplace challenges. The constructionist approach emphasizes that organizational realities are co-created through dialogue, interaction, and shared meaning. Drawing from case-based evidence, this study demonstrates how managers can leverage constructionist competencies to address key barriers such as ineffective communication, conflict resolution, and resistance to change while building inclusive and collaborative workplace cultures. Through theoretical analysis and practical examples, the article highlights how constructionist leaders can achieve superior decision-making outcomes by incorporating diverse perspectives, fostering psychological safety, and promoting adaptability. The findings underscore constructionist principles’ capacity to reframe organizational approaches, presenting change as growth rather than disruption, and positioning inclusion and creativity at the heart of decision-making. Ultimately, adopting constructionist strategies facilitates increased engagement, innovation, and long-term resilience in organizations. The research offers actionable recommendations for integrating constructionist principles into existing leadership competency models for a more dynamic and inclusive managerial paradigm.
Presenters
H. Peter WarmbierSenior Lecturer, Woodbury School of Business, Organizational Leadership, Utah Valley University, Utah, United States
Details
Presentation Type
Paper Presentation in a Themed Session
Theme
Organizations as Knowledge Makers
KEYWORDS
Constructionist Leadership, Constructionist Competency, Meaningful Work, Legitimacy of Policies
