Organizational Change Leadership Research Articles

Leadership, Strategy and Organizational Change

This study examined the role of leadership in organizational change. The researcher stated that the role leader’s play in the strategy process would have a significant impact on the overall success of any type of organizational change. The researcher found that leaders play a huge role when dealing with any type of organizational change implementation. A leader must take into consideration and utilize effective communication with the organization throughout this process. Further, this research revealed a four step that would make change successful in an organization. It is vital for a leader to utilize good leadership style, and empathy for employees throughout a change and maintain positive culture. This research has revealed that leader plays a key role in organizational change and must take all of that into consideration for an effective transition and successful change to come to reality in an organization.

Harmonizing Science and Society: A Change Management Approach to Align Scientific Endeavors with Societal Needs

The pursuit of scientific knowledge has long been humanity’s most potent tool for comprehending the natural world and driving technological advancements. However, a persistent paradox exists within the scientific enterprise: the occasional disconnect, be it slight or complete, between scientific inquiry and tangible societal impact. This misalignment can occur from differences between what may be esoteric scientific priorities and the immediate practical needs of society. Misalignment can be problematic because many global challenges, such as climate change, infectious diseases, and resource scarcity, demand research that informs actionable strategies that more immediately benefit society. The gap between scientific outcomes and societal needs is sometimes broadened via ineffective communication, sensationalized media portrayal of research, and a lack of collaboration. This article is written to (a) articulate a method to ensure that scientific outcomes align with societal needs (in cases where alignment is important) and (b) inspire discussion about the purposefulness of scientific research. An organizational change leadership approach, rooted in business management principles, is presented that can be applied to scientific research to bridge this gap and unlock science’s transformative and tangible potential. This novel approach involves crafting a clear vision, practicing effective communication, empowering researchers, shifting success metrics, and cultivating a research enterprise culture that values societal engagement. An example application is provided to catalyze transformative change in the mining industry. By adopting a change management method, researchers can ensure their work addresses real-world needs, garners stakeholder buy-in, and enhances societal acceptance of scientific endeavors.

Transformational Leadership In Organizational Change

Leadership plays a very important role in organizational dynamics and change. This article discusses the concept, role, and emphasis on transformational leadership in the context of organizational change. Transformational leadership is an approach that allows leaders to influence and bring about positive change in an organization. This concept brings about more than just procedural changes; it creates an inspiring vision, motivates subordinates, and encourages innovation in order to achieve higher organizational goals. In this research, we explain how transformational leadership plays a central role in managing organizational change. We discuss how transformational leaders are able to create organizational cultures that support change, identify barriers, and managing resistance with a collaborative approach. We also highlight strategies used by transformational leaders to motivate team members, encourage active participation, and achieve success in the face of complex change. This study provides deeper insight into how transformational leadership can be the key to success in facing the challenges of organizational change. We explore the positive impact of transformational leadership on organizational culture, team performance, innovation and achievement of organizational goals. The findings of this research provide practical implications for leaders and managers in managing organizational change effectively. Transformational leadership is a relevant and important concept in the context of organizational change.

Leader Idea Championing for Follower Readiness to Change or Not? A Moderated Mediation Perspective of Prosocial Sensegiving

ABSTRACT Change agents influence employee attitudes in order for organizations to change. In an effort to unravel this influence mechanism, we examined the change leader-recipient relationship. More specifically, how change leaders’ championing (independent variable) relates to recipients’ readiness to change (dependent variable). Our conceptual model of change leaders’ prosocial sensegiving is based on adult attachment theory operationalized through storytelling. To test our model, we surveyed 164 change recipients undergoing organizational change in various industries. Results confirm the first part of our model: psychological need satisfaction partially mediates the relation between change leaders’ championing and recipients’ readiness to change. In other words, prosocial change leaders act as attachment figures alleviating anxiety caused by ambiguity addressing change recipients’ proximity-seeking behaviour. Despite what has been described in scholarly works, change leaders’ methods of persuasion seem to be a more accurate indicator of recipients’ readiness for change. Part two of our hypothesized model could not be confirmed: moderation effects of leader influence and narrative intelligence could not be confirmed. We conclude that prosocial change leaders’ who demonstrate narrative intelligence use stories to elicit an emotional response from change recipients, effectively increasing their perceived psychological need satisfaction, ultimately affecting their readiness to change. MAD statement Our research aims to deconstruct the underlying mechanics of prosocial organizational change leadership. We study how change leaders utilize championing, narrative intelligence and leadership influence tactics in an effort to influence change recipients’ change-related attitudes and affect their individual readiness to change. We confirm that change recipients’ psychological need satisfaction partially mediates this relationship and that the direct application of leadership influence tactics is a better predictor, contrary to what literature suggests. We recommend practitioners create compelling narratives in an effort to enhance message reception, and utilize specific leadership influence tactics to ensure the message is received.

The Impact of Leadership in Organizational Change

The Impact of Leadership in Organizational Change

Considering Use-Inspired Design and Tangible Impacts in the Agricultural Sector

The impending mid-century global food crisis, driven by population growth and exacerbated by complex factors such as transitioning to clean energy, shifting food preferences, and data quality concerns, presents unparalleled challenges. Sustainable agriculture, defined as meeting current needs without compromising those of future generations, is a top global priority in meeting these challenges. This article explores the concept of use-inspired design in agriculture, highlighting its significance in translating scientific knowledge into actionable solutions for farmers and policymakers. Successful implementation of useinspired design requires interdisciplinary collaboration and engagement with end-users to ensure context-specific solutions. Organizational change leadership and management approaches are essential in guiding significant initiatives that include use-inspired design approaches. Key strategies include effective communication involving influential change champions and promoting collaboration across scientific disciplines and industry sectors. Creating a culture that values collaboration and societal engagement motivates scientists and managers to approach their work with a broader perspective, remaining open to feedback and adaptable to evolving societal needs and challenges. Ultimately, use-inspired design facilitated using organizational change approaches encourages scientists to conduct research and managers to make science-based decisions that contribute to solving contemporary global challenges, such as the coming food crisis, and ensuring tangible differences for society.

The Role of Leadership on Organizational Change

Abstract: The purpose of this research is to investigate the function of leadership in organizational change. A leader acts as a change agent who can effectively manage organizational processes. To comprehend, accept, and execute changes in their business model, firms must continually assess and reevaluate current technological breakthroughs and client expectations. Organizations must now better comprehend the importance of change and prepare themselves to accept not just current but also future trends in order to achieve long-term success. According to many studies, 70 percent of organizational transformation fails to achieve its goals due to inadequate leadership style, despite the fact that leaders play a critical role in a company. As a result, the process of change need effective and highly qualified leadership capable of identifying the most desirable features and addressing challenges in the most suitable manner. According to the examination of literature and the outcomes of real-life case studies studied for this research paper, a leader with the competences "Visionary," "Democratic," and "Transformational," as well as a "Innovative Approach," may ensure more successful organizational change with success. As a consequence, this study offered a model derived from leadership competences, including organizational change, long-term success, and innovation, that express the link between effective organizational change and the function of leadership.

Leadership, Strategy and Organizational Change

This study examined the role of leadership in organizational change. The researcher stated that the role leader’s play in the strategy process would have a significant impact on the overall success of any type of organizational change. The researcher found that leaders play a huge role when dealing with any type of organizational change implementation. A leader must take into consideration and utilize effective communication with the organization throughout this process. Further, this research revealed a four step that would make change successful in an organization. It is vital for a leader to utilize good leadership style, and empathy for employees throughout a change and maintain positive culture. This research has revealed that leader plays a very important role in organizational change and must take all of that into consideration for an effective transition and successful change to come to reality in an organization. Key Words: Leadership, Change, Strategy, Communication, Culture, and Teams

Organizational Change Leadership Research: New Findings and Future Directions

The scholarship of both organizational change and leadership is extensive. However, there have been few attempts to systematically integrate these fields of research in terms of theory or empirical examination. As a result, our understanding of the role and impact of leadership on organizational change outcomes is incomplete. This symposium is designed to generate a dialogue about what constitutes effective change leadership. It is comprised of four papers (two empirical and two theoretical), which explore factors that influence the effectiveness of change leadership in terms of strategic choices, behaviors, and the demands and resources related to the change leader role. Authors of the two most comprehensive reviews of change leadership scholarship – Jeffrey Ford and Shaul Oreg – will introduce and conclude the symposium. In introductory comments, Dr. Ford will comment on the state of change leadership research to date and remaining questions. Shaul Oreg will offer discussant comments that integrate the insights from the papers and propose directions for further research. A Process Model of Organizational Change and Leadership Presenter: Myeong-gu Seo; U. of Maryland Leaders’ Choice of Change Processes: The Option of Dynamic Application to Improve Change Outcomes Presenter: Bradley J. Hastings; UNSW Sydney Presenter: Gavin M. Schwarz; UNSW Sydney The Motivation of Leader Change Messages: An Examination of Regulatory Fit & Follower Responses Presenter: Jill Waymire Paine; IE Business School Presenter: Myeong-gu Seo; U. of Maryland Presenter: Sirkwoo Jin; Merrimack College The Demands and Resources Underlying Change Leader Effectiveness Presenter: Art Uprety; IE Business School, IE U. Presenter: Jill Waymire Paine; IE Business School

Leadership Dimensions Influencing Sustainability Leadership in Sri Lanka: Mediating Effect of Managers’ Ethical Behaviour and Organizational Change

This study examines the mediation effect of managers’ ethical behaviour and organizational change on the leadership dimensions that influence sustainability leadership among Sri Lankan managers. Manager’s attitudes to organizational change and their ethical behaviour are identified as essential dimensions to achieve sustainable leadership in the business world. While much of the literature underlines the direct relationship between organizational leadership and either organizational change or manager’s ethical behaviour, only a few studies focus on the mediating effect of the manager’s ethical behaviour and organizational change leadership on perceptions of creating a sustainable organization. Sri Lanka is identified as a developing country with strong socio-cultural values that promote sustainability. Understanding what constitutes sustainability leadership in a developing country such as Sri Lanka is worth examining. The responses of 596 managers were analyzed using factor analysis and structural equation modeling. The findings confirm that stakeholder relations are the most influential dimension for creating sustainability leadership. Mediation analysis tests confirmed that the two mediators of managers’ ethical behaviour and change leadership fully mediate the relationships between employee engagement and leaders’ concern for social and environmental sustainability, which concern was identified as the weakest of the three leadership dimensions suggesting that long-term orientation has not much potential for creating sustainability leadership among Sri Lankan managers.

Authoritarian Leadership in Organizational Change and Employees' Active Reactions: Have-to and Willing-to Perspectives.

Although prior studies have found the negative relation of authoritarian leadership with workplace outcome, authoritarian leadership styles are particularly prevalent in emerging markets. This study examines the effectiveness of authoritarian leadership in organizational change by considering two boundary conditions: low perceived job mobility among employees in have-to exchange situations and high cognitive trust in leaders in willing-to exchange situations. Based on a sample of 203 employees and their supervisors in 39 work teams in China, multilevel modeling identified a negative impact of authoritarian leadership on employees’ active support for organizational change. However, this negative effect disappeared when perceived job mobility was low and cognitive trust in the leader was high. The findings offer insights into the prevalence of authoritarian leadership in emerging markets despite negative impressions of this leadership style (Harms et al., 2018).

Teachers and their Educational Leadership in Organizational Change and Development: An Eritrean Case Study

Teachers and their Educational Leadership in Organizational Change and Development: An Eritrean Case Study

Teachers and their Educational Leadership in Organizational Change and Development: An Eritrean Case Study

Purpose and Objectives: The main purpose and objective of the study was to examine the teachers and educational leadership in organizational change in Eritrean context. It further explores and makes understanding the teacher leadership in relation to school effectiveness and improvement. The paper also identifies and investigates the current situation and inherent issues regarding teacher leadership in Eritrea. Methods: This research study was based on a positivist approach as the philosophy of the study. Using qualitative method in collecting and analysing the data, from different schools in the Central Region of Eritrea. The researchers employed an open-ended questionnaire and a focus group discussion to gather data, and thereby explore the condition, nature, and importance of teacher leadership. In doing so, the researchers selected 97 teachers randomly from a total of 150 teachers to complete open-ended questionnaires. Findings: This research study confirms the existence of a relationship between teachers’ leadership and the top management at the Department of Education has been strained over a period of time. The ground level is not yet prepared or well-organized to treat teachers as leaders. The participants reported that teachers are primarily restricted merely to the role of information transmission without participating in curriculum development and roles of greater responsibility outside of the classroom environment. The findings further revealed that the Government plays a dominant role in school leadership and decision making process at all levels that eventually demotivates teachers’ leadership. Application/Improvements: The research findings entail that it is important the Government of Eritrea makes an effort to develop a transparent and pro-active teacher leadership policy which can motivate and retain some of the committed teacher leaders who have the ability and enthusiasm to make a positive contribution in the educational development of the country. The study therefore provides some policy implications for the effective and efficient leadership management in education sector development. Keywords: Educational Leadership, Educational Reform Policy, Eritrea, Organizational Change Development, Teacher Leadership Development

Change Leadership and Public Sector Organizational Change

The implementation of organizational change is a considerable challenge for public organizations. Recent studies have highlighted the importance of leadership in change processes in public organizations, but limited empirical evidence exists. Moreover, the contribution of change leadership in organizational change is likely to be dependent on the particular characteristics of public organizations. This study concerns the relationship between direct supervisors’ change leadership and the commitment to change of change recipients, and examines to what extent this relationship is related to the bureaucratic features that often characterize public organizations. The findings indicate that change leadership contributes to change recipients’ commitment to change by providing high-quality change communication and stimulating employee participation in the implementation of change. However, the findings also indicate that red tape perceptions of change recipients and a low reliance on a transformational leadership style impede the potential of change leadership to bring about employee participation in the implementation of change.

The Role of Leadership in Achieving Sustainable Organizational Change and the Main Approaches of Leadership during Organizational Change

In this research paper is analysed the role of leadership in organizational change and is identify the main approaches that leaders implement during organizational change. The leadership role in process of organizational change is very necessary and the responsibility of leadership is due of continuous development of organizational environment and evolutions of internal and external environments in organizational change. The process of change is associated with different difficulties and during process of change, leadership is challenged from these difficulties and in same time they have to create sustainable organizational change through their authority in decision making, experiences, educations and interpersonal relation within organization. In process of change, leadership has different approaches and in this research paper is used effective approach of leadership and transformational leadership approaches. Then, as main objectives that are defined in this research papers, are as following: What is the main features and challenges in process of change? Which is the role of leadership in organizational change? What is the impact of leadership toward outside development and ethical behaviour in process of change? Which are the main actions that leaders need to have in process of change? Which are the main approaches of leadership in process of change? DOI: 10.5901/ajis.2015.v4n3p65

Research status of organizational change leadership of the upper-and mid-level nursing manager

Based on the conception analysis of the organizational change leadership of the upper-and mid-level nursing manager, this review described connovations of the organizational change leadership and its applications in nursing field at home and abroad, and pointed out the current research status, limitations and the inspirations we got, so as to provide references for promotion and evaluation of the upper-and midlevel nursing manager's organizational change leadership. Key words: Nurse administrators; Organizational change; Change leadership

Leadership role and employee acceptance of change

Purpose – The change management literature on strategy implementation identifies different dimensions of resistance to change. The contrary view – that of dimensions of acceptance of change when implementing strategy – has received less attention. The purpose of this paper is to explore the implementation of environmental sustainability strategies by Nordic insurers, the role of leadership in implementing these changes, and employee acceptance of change. Design/methodology/approach – For achieving this purpose, this paper reports on an explanatory case study of Nordic non-life insurers, where interviews with insurance executives and specialists were the primary source of data. Findings – The authors have developed simple strategy maps, focusing on insurers’ own operations, product offerings, loss prevention and claims settlements, investments and influence on stakeholders, to show how common elements of environmental strategies are implemented within the insurance industry. The importance of leadership in organizational change is evident in the data, as well as in employees’ positive attitudes towards implementation of environmental sustainability strategies. Originality/value – The scientific contribution of this paper is the empirical mapping of a hitherto unexplored area of the implementation of environmental sustainability strategies within the Nordic insurance industry, highlighting the leadership role in implementing environmental sustainability strategies and the elements shaping employee acceptance of change when implementing environmental sustainability strategies.

Using Movie Scenes as Conceptual Framing Exemplars to Guide School Leaders in Thinking Reflectively about Organizational Change

This article describes the use of conceptual framing exemplars as an instructional tool to enhance the university graduate-level teaching and mentoring of education leaders (teachers, principals, instructional coaches, curriculum/special program directors, superintendents) interested in further developing their professional knowledge and skills in designing and implementing effective school improvement initiatives in elementary and secondary school settings. The article includes a discussion of selected organizational change leadership concepts that often pose learning challenges to school leadership graduate students, along with some specific examples of classic and popular movie scene conceptual framing exemplars that the author has employed in university graduate teaching seminars to assist leadership students in reflecting on the challenges and opportunities associated with enacting meaningful change leadership in schools. Some current, real-world school case situations are highlighted to illustrate how graduate students can apply reflective insights gleaned from their study of organizational change leadership conceptual framing exemplars to directly inform their own practical efforts in developing and implementing creative action strategies to improve teaching and learning effectiveness in their school communities.

Effective Public Relations Leadership in Organizational Change: A Study of Multinationals in Mainland China

This study explored the role of public relations leadership during organizational change in 3 multinationals in mainland China. Based on 40 in-depth interviews, the findings suggested that the leadership of public relations unit or function during organizational change was shown through coaching middle management to manage employee emotions, providing communication training to middle management, communicating and reinforcing shared visions for change, and managing the conflicts between middle management and top management regarding change rationales, planning, and procedures. The leadership role of public relations managers was enacted through consulting CEOs' communication styles, exerting upward influence in change management, and acting as the different voice when decision making for change was questionable. Results of the study extended existing public relations leadership scholarship and shed light on some tentative dimensions of public relations leadership during organizational change: (a) coaching emotion management, (b) educating communication knowledge and skills, (c) reinforcing shared visions, (d) resolving conflicts, (e) exerting upward influence, and (f) acting as a different voice. Limitations of this study and suggestions for future research are also discussed.

Role of Transformational Leadership in Organizational Change: Mediating Role of Trust

To study the role of transformational leadership in organizational change and considering the mediating effect of trust the researcher conducted the study. To examine the relationship the author collected the data via questionnaires from the banking sector of Pakistan. The results are calculated by regression analysis and there is significant relationship between the transformational leadership with organizational change and trust is playing the mediating role. In the end the implications and the limitations of the research are discussed. Keywords: Transformational leadership, Organizational change, trust, banking sector.