Abstract
This paper examines conditions under which empowerment (decision autonomy, dialogic leadership) is connected with positive and negative effects, respectively, in regard to managing transformational change in Eastern Europe. Acquisitions by foreign investors in Poland and Russia (N = 45 companies) and privatizations through employee buy-out in Romania (N = 5 companies) are contrasted in this study. It is shown that empowerment within these two variants of transformational change is connected in different ways with success indicators of crisis management. From these findings, we deduce practical consequences for empowerment and transformational change, along with suggestions for future research.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: Journal of Leadership & Organizational Studies
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
