Leadership Change Research Articles

From awareness to action: unraveling the interplay of employee AI awareness and change leadership in fostering knowledge hiding

PurposeThis paper investigates the mediating role of employee awareness of artificial intelligence (AI) in the relationship between technological turbulence and knowledge hiding, with a focus on the moderating impact of change leadership.Design/methodology/approachThe survey study adopted a quantitative approach to propose and test a model based on predictors of knowledge hidings. The survey approach received 320 respondent firms in the hotel management sector. The structural and measurement model was calculated using SmartPLS.FindingsEmployee AI awareness mediates the relationship between technological turbulence and knowledge hiding. Change leadership significantly moderates this relationship, reducing knowledge hiding by promoting innovative discussions and collaboration. High employee AI awareness can lead to knowledge hiding due to perceived threats to job security, but effective leadership mitigates this by fostering a collaborative environment.Originality/valueThe study highlights the importance of effective leadership in reducing knowledge hiding and emphasizes the need for a collaborative environment where employees view external partnerships as opportunities for learning and acquiring AI knowledge.

Patient safety in a rural sub-Saharan Africa hospital: A 7-year experience at the AIC Kijabe Hospital, Kenya

The development of a safety culture is challenging, primarily because it often disrupts institutional attitudes, norms and values. In the healthcare industry, most of the data on the results of unsafe care come from High-Income Countries. The Hospital Survey on Patient Safety Culture (HSOPS) is a tool for assessing, building, sustaining and comparing institutional safety cultures within healthcare organizations. We used the HSOPS over a 7-year period, and herein report our experience. The authors report their experience using the HSOPS tool in Kijabe Hospital, an institution with 650 employees, over a 7-year period. The HSOPS tool, with no local modifications, was distributed to all employees during each survey. The institutional HSOPS percent positive dimension scores for 2015, 2017 and 2019 were compared with baseline data from the 2013 survey. The average response rate during the study period was 84.5% (range 65.1% to 93.6%). In general, the mean percentage positive dimension scores of most domains improved in the 2019 survey (p<0.05), including reduced staff turnover and, improved hospital support for patient safety (p<0.0001), amongst other domains. The overall patient safety grade (excellent/very good), was 50% (range 43–64%). Although the dynamics of high staff turnover and hospital leadership change presented challenges in developing and measuring institutional patient safety culture, this study demonstrates that patient safety ideals can be developed and embraced in sub-Saharan Africa. Patient safety champions, a generative institutional leadership that is supportive of patient safety, are important for the development of an institutional safety culture. Creating an institutional just culture creates a patient safety culture.

Explicating collegiality and change management in neoliberalism during the dynamics of higher education institutions: : A Systematic Literature Review using PRISMA Checklist

Background This paper discusses the lack of references that comprehensively describe the changes in universities owing to the ideology of neoliberalism. This research also discusses how a university maintains its function and identity when the great wave of neoliberalism massively erodes collegiality as the original philosophy of the university through a case study of the neoliberalism ideology on higher education. This study also provides a comprehensive framework for higher education management and governance changes. Methods We selected all retrieved sources based on the keywords and analyzed all the documents we obtained. This study obtained data from Scopus retrieved on October 27, 2023, using the following keywords: (TITLE-ABS-KEY ("collegiality") OR TITLE-ABS-KEY ("change management") OR TITLE-ABS-KEY ("neolibelism")) AND TITLE-ABS-KEY ("higher education"). This study utilized bibliometric analysis to ensure a structured review of the literature on collegiality, change management, and neoliberalism in higher education. Results The findings show that organizational management, leadership, education, technology, curriculum, innovation, organizational change, decision-making, and human beings are significant trajectories of neoliberalism in higher education. Conclusions This study offers other constructs for accelerating leadership success in higher education. This relates to how change leadership can navigate changes resulting from neoliberal ideology.

Who Should Be Promoted to Management? Developing Promotion Criteria to Ensure Organizational Success

This article explores effective criteria and processes for promoting the right employees into management roles. Through a review of academic literature and insights from professional experience, key competencies for management success are identified, including technical skills, strategic thinking, interpersonal abilities, coaching talent, and change leadership. A multidimensional framework for defining and assessing these competencies is proposed. Best practices for cultivating a pipeline of future leaders through challenging assignments, training, sponsorship and accountability are also discussed. Case studies of Google and GE's systematic talent evaluation methodologies demonstrate research-based concepts in action. The article argues a multifaceted, evidence-driven approach anchored in competency modeling and integrated talent development optimize the alignment of personnel with organizational needs to ensure sustained excellence through strong leadership over time.

Closing the Gap: A Holistic Approach to Leadership Development in Times of Change

Effective leadership is essential for organizations to thrive in today’s fast-paced and complex business environment. However, many companies face critical leadership development gaps, particularly in managing change, attracting and retaining top talent, and fostering diversity. This article examines these challenges and provides actionable strategies for addressing them. Organizations often struggle to cultivate leaders prepared to drive transformation, as traditional leadership programs focus on stability rather than agility. Attracting talent is also hindered by the absence of key leadership qualities like emotional intelligence and collaboration. Furthermore, a lack of diversity in leadership pipelines limits innovation and decision-making capabilities. To overcome these gaps, organizations must foster change leadership through hands-on initiatives and mentoring, develop high-performance cultures that empower and engage employees, and create diverse pipelines by addressing unconscious bias and providing sponsorship programs. Companies like Amazon, Google, and Accenture demonstrate how aligning leadership strategies with modern business needs can drive sustained success. Ultimately, leadership development must be a continuous, integrated effort woven into the organization’s culture to meet evolving challenges and ensure long-term growth.

A Hot Season for Winterdale

The Winterdale School District sits within a majority White and progressive city, which sits within a majority White and conservative state. Students in the district voiced their concerns about the racially biased treatment they experienced or witnessed. This revelation prompted the formation of the Winterdale Equity Community (WEC) to address the district’s leadership. A very public and embarrassing exposé of the district’s biased practices resulted in a change in leadership. The case prompts students of educational leadership to consider how a new leader will create a systemically more racially conscious and equitable district for students and families despite being located in a state that has adopted anti-critical race theory (CRT) legislation.

MUDANÇAS NA GEOGRAFIA DA INDÚSTRIA AUTOMOBILÍSTICA, ESTUDO DE CASO DAS BATERIAS PARA VEÍCULOS ELÉTRICOS

The purpose of this article is to contextualize the geographical changes of automobile industry, analyzing the relationship between the main producing countries and the evolution of science, technology and innovation in this sector. In this sense, an empirical research was carried out, with the construction and analysis of a database of Dewert Innovation plataform, showing the evolution of patent registration. We also investigate the recent transformation of this industry towards electromobility, which has been made possible by advances in production of batteries. Thus, the lithium-ion battery (LIB) sector was studied, which highlights the change in innovative leadership from the West to the East, with the increasing relevance of Japan, South Korea and China. Keywords: development; Science, technology and innovation; automobile industry.

The Effect of Transformational Leadership on Organizational Culture Change: A Case Study of the Manufacturing Industry

This study aims to analyze the influence of transformational leadership on organizational culture changes in the manufacturing industry. The phenomenon behind this research is the challenges faced by the manufacturing industry in adapting to the dynamics of the business environment, such as technological developments, global competition, and demands for increased innovation and efficiency. Many manufacturing companies have difficulty adapting due to rigid organizational cultures and employee resistance to change. Transformational leadership is seen as an approach that is able to overcome these obstacles by encouraging adaptive, innovative, and performance-oriented cultural change through empowerment, motivation, and effective communication. This study uses a quantitative method with survey techniques as a data collection tool. A total of 121 respondents, consisting of employees in the manufacturing sector, were selected using the purposive sampling technique. The research instrument is in the form of a closed questionnaire with a five-point Likert scale. The data obtained were analyzed using SPSS version 25 software to conduct validity, reliability, and multiple linear regression tests to test the relationship and influence between transformational leadership and organizational culture change. The results of the study show that transformational leadership has a significant influence in creating a more adaptive, innovative, and performance-oriented organizational culture. Factors such as effective communication, employee engagement, and an appreciation for creativity were found to be important elements in supporting such change. These findings suggest that the application of transformational leadership is particularly relevant in the dynamic manufacturing industry, especially in the face of market challenges and changing business environments. Leaders in this industry are expected to adopt transformational leadership to build a more responsive and productive organizational culture.

The battle over the past: The role of occupational groups in organizational memory

This article delves into the intricate processes of memory within occupational groups, with a specific focus on perceiving memory as a way of adapting to a changing environment. We are investigating how individuals from two occupational groups in the university (academic and non-academic) navigate the process of remembering and forgetting to adapt to a changed environment (leadership change). Using two university colleges as case studies, we examine this phenomenon over a 1.5-year period via qualitative interviews. Our findings underscore that distinct occupational groups employ varied approaches to draw upon the past, where the key is in how they “sense” the situation. This article contributes by operationalizing four manifestations of “senses” to elucidate how organizational memory, encompassing both forgetting and remembering, operates as a means of adaptation.

Impact of Nepal-India Relations on Arun III Hydroelectric Project Implementation

The Arun III Hydroelectric Project, Nepal's largest hydropower enterprise, is a cornerstone of Nepal-India bilateral ties, demonstrating the intricate interaction of energy diplomacy, political dynamics, and economic cooperation. This paper investigates how these bilateral ties have impacted the implementation of the Arun III project, from its inception to its current evolution. It examines the historical framework of Nepal-India interactions, including political agreements, economic interdependence, and regional geopolitics, which have influenced the project's progress. The article also discusses the obstacles that have hampered the project's timely completion, such as border conflicts, economic blockades, and changes in political leadership. It also looks at the opportunities that come with effective partnership, with a focus on energy commerce and sustainable development in South Asia. This paper, using international relations theory and detailed case studies, provides a comprehensive understanding of how bilateral relations between Nepal and India have shaped the Arun III project's trajectory, as well as insights into the broader implications for cross-border infrastructure development in the region.

Letter From the Co-Editor: Yes, “Shit’s Got to Change.” But How? A Call for a Deep Scholarship Social Movement

This letter from the editor is in response to Benjamin et al.'s (2024) call to action surrounding the structures and systems of the tourism academy. It recommends a social movements approach as a possible framework for taking next steps. This Deep Scholarship Movement suggests (1) identifying and assembling key leadership change agents with diverse viewpoints, (2) enhancing self-efficacy, increasing consciousness-raising, and maximizing resource mobilization, the three primary components of successful social movements, and using them to work toward (3) community consensus building. These are challenging and daunting recommendations. This letter argues, however, that this or some other systemic, organized approach is necessary for those of us in varying aspects of leadership to clear the way and establish deeper, richer, more inclusive and less oppressive environments for our early-and mid-career colleagues.

Partisan habitual voters in South Korea: Employing Random Forests to understand Korean voters' electoral choices

AbstractObjectiveThis study investigates whether recent political events in South Korea, such as a presidential impeachment and changes in leadership, have caused a realignment of voters' political affiliations. We aim to determine whether political party allegiance has transitioned into a pattern of habitual voting in the last ten years.MethodsEmploying a Random Forest model based on machine learning approaches, we examined polling data from the last ten years of Korean presidential elections. Instead of relying on hypothesis‐led methods, our analysis emphasizes the intrinsic characteristics of the data to uncover crucial elements affecting voter behavior in each election.ResultsOur results reveal a considerable consistency in voting patterns over the past decade, implying that allegiance to political parties has turned into a habitual behavior. Significant factors affecting voter choices in the 2022 election were also recognized as indicators of election outcomes five and ten years prior.ConclusionThe study reveals that voter behavior in South Korea remains stable despite notable political changes, primarily influenced by habitual elements rather than substantial changes in party loyalty. This suggests that political allegiance has become ingrained as a habitual behavior for Korean voters.

Financial Technology Service Companies' Innovation Change Management and Leadership-Driven Organizational Adaptability

In the context of rapid development in financial technology, financial technology service companies face unprecedented changes and challenges. This paper explores how these companies can drive organizational adaptability through innovative change management and leadership to enhance their market competitiveness. First, the paper defines financial technology and its development trends, provides an overview of core theories of change management, and analyzes the impact of change management on organizational performance. Next, it discusses the implementation framework for organizational adaptability, highlights challenges encountered during the adaptation process, and proposes corresponding solution strategies, along with methods to optimize adaptive strategies. Finally, the paper examines the organizational capabilities required for sustained change and innovation, particularly focusing on management models for continuous change and the enhancement of organizational capabilities driven by innovation. Through systematic analysis and strategic recommendations, this paper aims to provide effective frameworks for change management and leadership-driven adaptability strategies for financial technology service companies to navigate an ever-changing market environment.

Scaffolding patient agency: Conceptualising readers' cognitive work in the comic gutter.

A life-limiting illness can erode an individual's positive sense of self. Storytelling can help counteract this, through scaffolding patients' agency and supporting them in acting to change something which matters to them. This article explains how visual stories - comics - are used within the PATCHATT intervention to support the redevelopment of a person's agential self. Through the provision of a conceptual map, this article explores the gutter as a liminal space, arguing for the importance of the deep reader engagement which takes place there. It uses Bob's comic, a story used within PATCHATT, to explore how reflexivity and imagination work together within the liminal space of the gutter to stimulate and enhance palliative care patients' agential change leadership. It concludes by considering the implications of the argument put forward for palliative care practice.

New metrics for governance in the era of earth observation data: Monitoring violations after wildfires

Abstract This study uses Earth observation data to measure illegal activities and investigates possible relationships with local governments. We have collected satellite images, digital maps, and geospatial data for over a decade to detect potential illegal constructions in protected burned forest areas in Sardinia, Italy. We create a database of buildings erected in these protected areas and connect it to administrative data on local election results. First, we examine the climatic and geographical factors that contribute to wildfires. Our findings indicate that fires tend to spread more in places with higher altitudes and greater distances from urban centers. This highlights the challenges that local authorities face in monitoring and intervening in areas that are less accessible. Next, we analyze the relationship between mayoral turnover and constructions erected in protected burned forests to highlight how this phenomenon influences voters' preferences. We observe that citizens express their disapproval of these illegal activities through the ballot box. Violations in the years leading up to local elections increase the likelihood of a change in mayoral leadership within a municipality.

Diagnostic and Dialogic OD Approaches in a Collaborative Inquiry for Change: How and Why are They Successfully Coapplied?

Change leaders who want to invite members’ spirit of inquiry face a challenge; the conditions under which change practitioners successfully blend the strengths of diagnostic and dialogic approaches are not explicitly incorporated within the established theories. This article aims to describe how changing meaning-making systems (in other words, changing mindsets) can be crucial in facilitating successful coapplication of diagnostic and dialogic approaches. A new conditional combination (shared focus on realizing desired performance and change agents’ dialogic anchoring) for the emergence of the practitioners’ integrative mindset is examined, and its implications for research in blending diagnostic and dialogic OD approaches and related fields are discussed.

Critical Vulnerability in Leadership as a Key Factor in Successful Change Management Communication

This research explores the relationship between the discovered phenomenon of critical vulnerability in leadership during organizational change and its successful outcome. The phenomenon under study is fundamentally distinguished from vulnerable leadership, which is covered in literature as a deliberate tactic leaders use to improve interpersonal relationships and performance. This study concentrates on challenging and uncontrollable leader vulnerability manifested as a decline in the authority and influence of the leader among stakeholders. The main reason for the observed critical leader vulnerability is hypothesized to be the gap in leadership mindset levels between the leader and stakeholders at the onset of the organizational change. It is also hypothesized that the change communication of an authentic leader, predetermined by a high level of leadership mindset, triggers the leader's vulnerability and, at the same time, paradoxically contributes to the evolution of stakeholders' leadership mindset. This, in turn, is a prerequisite for achieving remarkable prosocial results. Relying on the described assumptions, we executed preliminary research, aiming to identify the change communication patterns of leaders in the state of vulnerability (hereinafter referred to as "vulnerable change communication") and to explore how they catalyze the stakeholder mindset evolution. The final sample group involved 9 top managers who faced vulnerability while leading the change process and made significant contributions to the development of their organizations. The research methodology relied on qualitative methods—in-depth interviews on which narrative and thematic analysis was based. Leaders were asked questions to discover goals of change, the presence of periods of vulnerability, the causes and consequences of its occurrence, their communication patterns, and results achieved. The obtained data were analyzed by applying recognized frameworks such as the Michigan Model of Leadership with its Competing Values Framework (CVF), the Approach of Management of Organizational Change Paradoxes, Programmed and Adaptive Approaches to Change, and Stakeholder Communication Model of Change. The present study has taken the first steps towards confirming the existence of an unambiguous connection between certain patterns of leadership change communication, embracing vulnerability by leaders, and remarkable prosocial outcomes. We found that change communication strategy based on embracing personal vulnerability and a high level of leadership mindset characterized by a value-based position, commitment to outstanding prosocial results, and synthetic decision-making ensures the leader the following: 1) Construction of Shared Leadership. The leader creates an organizational culture that transforms stakeholder resistance based on self and group interests into the evolution of a stakeholder leadership mindset and consolidation of the company. The formula for combining the best of both programmed and adaptive approaches to change includes preserving the integrity of the vision and managing meaning and outcome on the one hand, and supporting the strategy by the deployment of communication and bottom-up initiative on the other. 2) Managing Organizational Change Paradoxes. The leader addresses institutional contradictions and stakeholder divergent interests that naturally arise during the change process and creates the basis for subsequent institutionalization on a much stronger and healthier foundation. The paradoxical effect of a leader's personal vulnerability on organizational vulnerability is that the leader helps to reduce the organization's risks by taking them on themselves. Further exploration of the phenomenon of vulnerability will allow us to consider the inclusion of this component in the framework of change management models, to identify vulnerable leaders, specify the vulnerable communication model of change, and develop a list of recommendations for leaders to more consciously navigate the difficult stage of vulnerability as a systemic and inevitable attribute of achieving remarkable prosocial results.

The Influence of Hospital Physician Integration on Culture of Patient Safety.

Medical errors are responsible for a large number of deaths every year in the Unites States. Hospitals use various strategies including leadership, staffing, and structural changes to deal with this concerning issue. Hospital physician integration is a structural strategy to possibly improve patient safety. Using the conceptual lens of Donabedian's Structure Process Outcome model, this study aims to investigate how hospital physician integration affects organizational, management, and communication attributes of patient safety culture. A pooled cross sectional study design using the Hospital Survey on Patient Safety Culture, the American Hospital Association data, and Area Health Resource File was used to analyze the relationship between hospital physician integration and organizational and management patient safety culture attributes. The dataset comprised of hospital level data from 2021 and 2022 for patient safety culture and hospital characteristics and contained a final sample of 205 observations. The independent variable was levels of integration across five levels. Three attributes of safety culture were chosen-positive perceptions of communication openness, organizational learning, and hospital management support for patient safety. The control variables were organizational characteristics. Multivariable linear regression was used as the analytic method. Findings demonstrated a statistically significant correlation between higher level of hospital physician integration and positive perceptions of hospital management support for patient safety. There are 0.063 higher positive perceptions of hospital management support for patient safety for higher levels of integration compared with lower levels of integration (P < 0.05). Perceptions of communication openness and organizational learning did not demonstrate a statistically significant correlation with any level of hospital physician integration. Hospital physician integration and hospital management support for patient safety were moderately but significantly related. Hospital physician integration allows resources to become available for physician. As physicians take on management roles management of resources and eventually performance can improve, there is a need for future research in this area to examine if integration is a step in the right direction to overcome the challenges of patient safety and if investments in resources and training can be beneficial to safety culture.

CEO early-life experience and corporate accounting conservatism: Insights from the socio-political context

Using China's Cultural Revolution as a shock to risk attitude, this study investigates the effect of CEOs' early-life experience on corporate accounting conservatism. We find that CEOs who experienced the Cultural Revolution in their early life are more risk-averse and conservative, and thereby are associated with a higher level of accounting conservatism. Such a positive relationship is more pronounced in provinces with higher political risks, e.g., where the provincial leadership changes and where high-profile provincial bureaucratic corruption cases occur. Also, the positive effect of CEOs' early-life experience is stronger in SOEs where CEOs' political career concerns are more pronounced. Additional analysis suggests that CEOs with early-life Cultural Revolution experience are more likely to adopt conservative accounting practice, such as increasing firm's provisions for liabilities and reducing accrual-based earnings management. Our results add new evidence to support the upper echelons theory and imprinting theory by highlighting the enduring impact of influential socio-political events during early life on the decision-making processes of CEOs.

The Relationship Between Distributive Leadership andOrganizational Change Management Strategies

This study explores the relationship between distributive leadership and change management strategies in Malaysian vocational colleges. Distributive leadership is vital for implementing Malaysia's Education Development Plan 2013-2025, particularly in enhancing leadership effectiveness. Effective organizational transformation depends on leaders' styles and abilities to manage changes efficiently and continuously. This research examines the extent of distributive leadership practices among vocational college leaders in Malaysia and explores variations based on demographic characteristics. Conducted with a sample of 254 vocational college teachers across nine states, data were collected through a questionnaire distributed via Google Forms. The questionnaire comprised two sections: Perceptions of Distributive Leadership Practices and Change Management Strategies. Data were analyzed using descriptive and inferential statistics with SPSS Version 26.0. Findings indicate that respondents generally agree with the principles of distributive leadership, including bounded empowerment, leadership development, shared decision-making, and collective engagement. Additionally, a positive relationship was found between distributive leadership and change management strategies. To optimize change management, leaders should engage managers, employees, and senior leaders.