ABSTRACT
This chapter explores the leadership as a collective phenomenon that arises when individuals and teams interact in specific goal-oriented ways and define leadership as persuading the collective to take responsibility for collective problems. The multilevel nature of change readiness is often ignored in the change debate, which is unfortunate as both individually generated cues and situational cues impact the readiness that a person or group experience toward any proposed change. The multilevel nature of a related workplace construct is also often ignored by scientists and practitioners alike: mindfulness in organizations. Management scientists have shown that mindfulness in organizations is a cross-level concept that includes not only intrapsychic processes of individual mindfulness but also social processes related to collective mindfulness, and that mindfulness is induced through meditative as well as non-meditative processes. Sensitivity to Operations is a defining principle of MO that refers to situational awareness and the ability to see the “bigger picture” of operations.
