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Home of the MAD Journal of Change Management Pub Date : 2024-02-04 Rune Todnem By, Anna Aleksandra Lupina-Wegener, Olga Gjerald
Published in Journal of Change Management: Reframing Leadership and Organizational Practice (Vol. 24, No. 1, 2024)
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Vocation, Identity Work and Reflexivity: Career Transitions of Former Priests and Seminarians Journal of Change Management Pub Date : 2023-12-21 Julian Randall, Stephen Procter
The influence of vocation on the lives and careers of professional workers has emerged as an important research issue. The stages of acquiring and fostering a calling, and its flowering into a comm...
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Collaborative Leadership in Integrated Care Systems; Creating Leadership for the Common Good Journal of Change Management Pub Date : 2023-11-21 Jacqui Moore, Ian C. Elliott, Hannah Hesselgreaves
The COVID-19 pandemic has become a catalyst for change, but such change can only happen through collaborative leadership which maintains a focus on relationships and purpose rather than solely on o...
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World Leadership for the Collective Good. Lessons by a Diplomat Journal of Change Management Pub Date : 2023-11-21 David Donoghue
Published in Journal of Change Management: Reframing Leadership and Organizational Practice (Vol. 23, No. 4, 2023)
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Reflections: Time and Temporality in Organizational Change – Why Bother Yet? Journal of Change Management Pub Date : 2023-11-21 Jan Erik Karlsen
Apparently, something which we sense as ‘time’ exists, but we do not know or agree on exactly what it is. Using Mead’s theories of ‘the present’ and of ‘the act’, this Reflection exhibits upon diff...
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How does Leadership Manage Network-Level Tensions in a Turbulent Environment? A Case Study on the Antwerp Fire Service Network Leadership during the COVID-19 Pandemic Journal of Change Management Pub Date : 2023-11-21 Steven van den Oord, Hugo Marynissen, Matthieu De Block, Bert Brugghemans, Bart Cambré, Patrick Kenis
A crucial topic is how network leadership recognizes and responds to network-level tensions. However, when we focus on how leadership manages these tensions, we favor a one-sided view by focusing p...
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Readiness to Change and Change Recipients’ Reactions. An Investigation of the Beneficial Effects of Change Cynicism Journal of Change Management Pub Date : 2023-11-15 Filippo Ferrari
During M&A (mergers and acquisitions), a frequent outcome is the negative reactions of workers, who demonstrate psychological distress and resistance to change. This paper presents an empirical res...
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Moving Beyond Resistance and Readiness: Reframing Change Reactions as Change Related Subject Positioning Journal of Change Management Pub Date : 2023-10-31 Majbritt Thorhauge Grønvad, Johan Simonsen Abildgaard, Birgit Aust
In this paper, line managers’ experiences of, and discursive subject positioning in, a participatory work environment initiative in four nursing homes called ‘The Health Circle Project’ is examined...
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Yes, We Can! A Job Embeddedness Perspective on Employee Change Acceptance Journal of Change Management Pub Date : 2023-10-24 James M. Vardaman, Shao Liam Chew, Feigu Zhou, Darel C. Hargrove, Paul A. Raddatz, Anamika Datta, William E. Tabor
Although change is necessary for organizations to survive and thrive, research suggests many organizational change initiatives fail in their implementation. Fostering individual acceptance of chang...
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Changing Practices for an Innovative Care Pathway, the Mediating Role of the Coordinator Journal of Change Management Pub Date : 2023-09-12 Zineb Cherkaoui, Caroline Merdinger-Rumpler, Patrick Pessaux, Célia Lemaire
Getting professionals who have been selected and trained to perform individually to work together is a major challenge. The objective of the article is to identify the mechanisms by which a coordin...
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Acting Strategically During Change: A Process and Dwelling World-view Approach Journal of Change Management Pub Date : 2023-07-27 N. de Metz, M. Jansen van Rensburg, A. Davis
ABSTRACT Strategic change processes are characterized by high levels of ambiguity and uncertainty. Responding to these changes requires a dynamic approach with a wider set of skills and coping mechanisms. In this article, we argue for a broad focus on change that considers the tacit elements of strategising. We adopted a dwelling worldview as well as a strong process ontology combined with a practice
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Paradoxes of Multi-Level Leadership: Insights from an Integrated Care System Journal of Change Management Pub Date : 2023-07-13 Richard Bolden, Selen Kars-Unluoglu, Carol Jarvis, Rob Sheffield
In this paper, we draw on systems leadership, complexity and paradox theory to elucidate the tensions that organizational actors experience when practising multi-level leadership. We explore these ...
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Innovation and Change from A Multi-level Paradoxical Perspective in a Highly Formalized Organization Journal of Change Management Pub Date : 2023-07-11 Dana Alshwayat
ABSTRACT In organizations, paradoxical tensions exist and can have an impact at each managerial level. Building upon a multi-level lens, this research aims to investigate the underlying paradoxical perceptions of innovation and change at different managerial levels in a Jordanian bank case study. Using a qualitative approach, ‘nuanced interpretations’ were explored, yielding fresh insights. The findings
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Navigating Paradoxical Tensions in the Context of Coopetition: Emotional Transcendence in a Dutch Public–Private Partnership Journal of Change Management Pub Date : 2023-04-10 T. L. Fiorito, C. Nagel, M. B. Veenswijk, I. Drori
ABSTRACT Transcendence has been recognized as the most effective response to paradox, yet it is perhaps also the most demanding. This article explores how organizational actors transcend paradoxical tensions that arise when simultaneously pursuing cooperation and competition. Drawing on a case study of a Dutch public–private partnership in which law enforcement agencies and financial firms collaborate
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An Overview of Reviews: Organizational Change Management Architecture Journal of Change Management Pub Date : 2023-04-10 Alessandra Da Ros, Milena Vainieri, Nicola Bellé
ABSTRACT The current review overview attempts to create order in the overall fragmented scenario regarding output on organizational change management. Grounded on 39 selected reviews out of 113 identified, the manuscript creates a theoretical summary of knowledge and allows change determinants to emerge. Whereas the existing literature refers to a theory or an implementation model and then introduces
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Leader Idea Championing for Follower Readiness to Change or Not? A Moderated Mediation Perspective of Prosocial Sensegiving Journal of Change Management Pub Date : 2023-03-21 Antonio Sadarić, Miha Škerlavaj
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
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Design(erly) Thinking: Supporting Organizational Change and Leadership Journal of Change Management Pub Date : 2023-02-06 Adeline Hvidsten, Ranvir S. Rai, Rune Todnem By
MAD statement This annual leading article is making a difference (MAD) through providing an overview of what is design and designerly thinking, and how these constructs may be of interest to organizational change management and leadership theory and practice. In doing so, we are setting out to support a transdisciplinary application of design thinking principles, methods and tools in the continuous
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Place Leadership in Social Accountability Initiatives Journal of Change Management Pub Date : 2023-02-06 Elmé Vivier
ABSTRACT This paper explores how social movement and civic actors enact and contribute to place leadership. It does so by examining how social movement organizations in South Africa use social audits to investigate and challenge government accountability and service delivery failures. The paper describes the meaning-making practices evident in social audit reports, and detail how social audit actors
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A Mixed-method Study on the Bright Side of Organizational Change: Role Clarity and Supervisor Support as Resources for Employees’ Resilience Journal of Change Management Pub Date : 2023-01-30 Chiara Bernuzzi, Valentina Sommovigo, Marina Maffoni, Ilaria Setti, Piergiorgio Argentero
ABSTRACT This mixed-method study aims to analyze how and when employees’ perceptions of positive organizational change may be related to role clarity and resilience and conditional on supervisor support levels. A total of 40 employees participated in focus groups. Thematic analysis revealed that participants perceived differently organizational change, role, supervisor support, and resilience. A total
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SDG localization: Mobilizing the Potential of Place Leadership Through Collective Impact and Mission-Oriented Innovation Methodologies Journal of Change Management Pub Date : 2023-01-18 Cathy Boorman, Brad Jackson, Ingrid Burkett
ABSTRACT The wellbeing of people, places and the planet relies upon our collective ability to resolve the grand challenges framed in the United Nations Sustainable Development Goals (SDGs). This paper focuses on opportunities for place leadership theorizing and practice to progress localization as one pathway to advance the SDGs. It seeks to bridge the theory-practice divide that currently limits the
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Leading Change in Communities Experiencing Economic Transition: Place Leadership, Expectations, and Industry Closure Journal of Change Management Pub Date : 2023-01-12 Andrew Beer, Markku Sotarauta, David Bailey
ABSTRACT This paper considers the nature, origins and expression of place leadership in communities undergoing large-scale economic transformation. It examines where people look for leadership in the management of the places where they live, and how their perspectives are affected by an adverse event. It documents community attitudes on the influence those who occupy positions of authority have been
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Reflections: From Planned Change to Playful Transformations Journal of Change Management Pub Date : 2022-12-08 Jaap Boonstra
ABSTRACT Reflecting on my engagement with organizational change as a scholar and reflective practitioner, I observe that my perspective has evolved from a planned change approach to a playful view on organizational change and transformation. Planned change and organizational development are still the dominant approaches to change in most organizations. These perspectives on change management were successful
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Reflections: Insomnia? Try Counting Leadership Theories Journal of Change Management Pub Date : 2022-11-01 Malcolm Higgs
ABSTRACT 40 years ago, it was argued that despite years of research we still did not understand leadership. A similar argument was presented in this journal just last year. This article presents some reflections based on both my experience of researching leadership and of working with leaders. In doing this the myriad of theories of leadership are explored and key trends identified. Perhaps the most
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Why Vilifying the Status Quo Can Derail a Change Effort: Kotter’s Contradiction, and Theory Adaptation Journal of Change Management Pub Date : 2022-10-30 Tom A. S. McLaren, Bronte van der Hoorn, Erich C. Fein
ABSTRACT The Kotter eight-step change model has a pervasive influence in the practice of change management; founded on building urgency towards the desired change through convincing employees that the status quo is more dangerous than the future state. We critique this positioning of the current state as dangerous, the proposition of using it to drive urgency, and the resultant employee anxiety and
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A Social Information Processing Perspective on the Influence of Supervisors and Followers on Women’s and Men's Adaptability to Change Journal of Change Management Pub Date : 2022-08-30 Keren Turgeman-Lupo, Rinat Hilo-Merkovich, Michal Biron
ABSTRACT Research on gender differences in adaptability to changing work conditions has revealed equivocal evidence. We provide a new perspective to this stream by proposing a model, grounded in theory of social information processing, that takes into account individuals’ responses to important others in their environment – namely, supervisors (for non-managerial employees) or subordinates (for managers)
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Momentum or Deceleration: The Effect of Previous Change Journal of Change Management Pub Date : 2022-08-29 Jun Li
ABSTRACT A conventional consensus on organizational change is the momentum view, which claims that prior changes of a given kind increase the probability of a subsequent change of the same kind. This consensus has been recently challenged by the deceleration view, which argues that prior changes decrease the probability of a subsequent change. By making a distinction between experienced changes and
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Managing Positive Change: Emotions and Communication Following Acquisitions Journal of Change Management Pub Date : 2022-06-23 Riikka Harikkala-Laihinen
ABSTRACT This article takes a positive organizational scholarship lens to change management and explores what is the relationship between emotions and communication in managing positive change. Through an abductive study, it suggests a framework of positive post-acquisition change, which centres on interaction in the generation of positive emotions. The framework is built based on a Finnish – German
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Micro-ethnography: Towards An Approach for Attending to the Multimodality of Leadership Journal of Change Management Pub Date : 2022-05-26 Johan Alvehus, Lucia Crevani
ABSTRACT This paper addresses the need for further developing an understanding of leadership as practice in its multimodality by means of theoretically motivated qualitative methods, allowing researchers to come close to the doing of leadership. Empirical studies of this kind are still relatively rare. By articulating a micro-ethnographic approach, we encourage short-term-focused engagements in empirical
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Windows of Translation in Public Service Innovation. Introducing a New Mission in Public Childcare Journal of Change Management Pub Date : 2022-03-13 Ditte Thøgersen
ABSTRACT Innovation and change processes, no matter how well designed, often do not play out as planned. Attention fades, priorities change, and it can be difficult to maintain momentum. Failed translation of innovation has been seen as evidence of lacking readiness for change, of adopters’ translation incompetence or of editing beyond recognition. Based on a real-time, in-depth study of the micro-dynamics
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Servus or Pater? How Paradoxical Intent Can Qualify Leadership: Inductions from the Kingdom of Bhutan Journal of Change Management Pub Date : 2022-03-10 Milton Sousa, Miguel Pina E. Cunha, Ace V. Simpson, Luca Giustiniano, Arménio Rego, Stewart Clegg
ABSTRACT We offer a set of conceptual distinctions between servant and paternalistic leadership, which we support with a new model that further extends the notion of paradoxical dynamic equilibrium. We used an in-depth case study of narratives on servant and paternalistic leadership from the Kingdom of Bhutan’s transition to democratic leadership. These narratives are rich in paradoxical tensions from
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A Conceptual Framework for Understanding the Purpose of Change Initiatives Journal of Change Management Pub Date : 2022-02-21 Dag Naslund, Andreas Norrman
ABSTRACT This paper develops a conceptual framework for understanding how organizations create an accepted purpose for organizational change initiatives related to business processes. The framework is based on a longitudinal study related to an Action Research project and the ‘higher level learning’ from using a performance measurement system for change initiatives. Over more than four years, we followed
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Middle Managers’ Strategising Practices to Effect Strategic Change Journal of Change Management Pub Date : 2022-02-17 Kirstin van Niekerk, Mari Jansen van Rensburg
ABSTRACT Strategic organizational changes in the higher education sector are costly and resource intensive but considered crucial for the longevity and feasibility of organizations in this sector. Faced with major reforms of government-imposed funding, pressures from internationalization, digitalization and globalization, many Higher Educational Institutions had to reconsider governance, organizational
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Changing the Conversation to Create Organizational Change Journal of Change Management Pub Date : 2022-02-17 Deborah Ann Blackman, Fiona Buick, Michael Edward O’Donnell, Nabil Ilahee
ABSTRACT Public sector effectiveness necessitates planned change; however, many initiatives fail. For planned change to be successful, employees’ mental models need to be amended to support new behaviours. One mechanism to achieve this is employee performance conversations, which can elicit behavioural change through introducing new ideas to an individual’s reality. However, many conversations fail
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Stakeholder Capitalism and Implications for How We Think About Leadership Journal of Change Management Pub Date : 2022-02-13 Ed Freeman, Rune Todnem By
MAD statement The intention of this leading article is to help reframe our take on capitalism and leadership. Rather than presenting a linear, one-solution approach, it promotes an often messy, uncertain approach based on purpose, co-creation, creativity, courage and action delivering on a multitude of stakeholders’ needs and interests.
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Reflections: How Studying Organizational Change Lost Its Way Journal of Change Management Pub Date : 2022-01-30 Mark Hughes
ABSTRACT The assumption that organizational change tends to fail continues to stand unchallenged. This is an unsatisfactory situation that impedes not only the evaluation of such change but also studying its management and leadership. The enduring prevalence of this flawed assumption illustrates a failure of scholarship rather than practice. Although failure claims appeared plausible implying objective
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Change Organizations in Planned Change – A Closer Look Journal of Change Management Pub Date : 2022-01-06 Saara Karasvirta, Satu Teerikangas
ABSTRACT Despite a plethora of frameworks and processes, in planned organizational change models (POCMs), the role of change organizations, i.e. organizations dedicated to change, remains rarely explored. In this paper, we delve into this subject via a multiple case-based research design studying eleven large Finnish companies via 33 interviews. We find that although all studied case companies bear
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Mindsets for Change Leaders: Exploring Priming Approaches for Leadership Development Journal of Change Management Pub Date : 2021-12-27 Bradley J. Hastings, Gavin M. Schwarz
ABSTRACT Diagnostic and dialogic organization development present two contrasting change practices that are frequently discussed in tandem. Yet, an increasing body of evidence shows they are co-applied in practice. For those involved in leadership of these practices, co-application means switching their engagement, such as commencing with a diagnostic analysis to determine the goals of change, then
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Episodic Organizational Change and Social Drama – Liminality and Conflict in the Change Process Journal of Change Management Pub Date : 2021-12-16 Ingo Winkler, Mette Lund Kristensen
ABSTRACT This conceptual paper draws upon Victor Turner’s understanding of social change as social drama. It develops an interpretive framework for episodic organizational change as a period of liminal transition that is triggered and driven by conflict. Emphasizing the liminal quality inherent in change processes, the social drama is used to generate a conceptual frame to investigate the opportunities
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Developing and Leading Ambidextrous Teams: A Team-Centric Framework of Ambidexterity in Volatile Environments Journal of Change Management Pub Date : 2021-12-16 Benjamin P. Dean
ABSTRACT To meet the adaptive challenges of rapidly changing environments, leaders of organizational teams and team-based entities can leverage the powerful dynamic capabilities of ambidexterity to achieve sustainable innovation and longterm adaptation. This conceptual inquiry focuses on the special characteristics of teams and teamwork, and how those can afford dynamic potential for achieving ambidexterity
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Leadership Ignoring Paradox to Maintain Inertial Order Journal of Change Management Pub Date : 2021-11-22 Emmanuel A. Mastio, Stewart R. Clegg, Miguel Pina e Cunha, Kenneth Dovey
ABSTRACT Paradoxical inertia is an organization condition that has received far less attention than organizational change. We investigate, ethnographically, an Australian Intellectual Property service firm, whose Board members proved to be unable to respond strategically to a rapidly changing environment that threatened their organization’s survival. In the face of discontinuous change, this failure
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The Colours of Change Ownership: A Qualitative Exploration of Types of Change Agents’ Psychological Ownership During School Change Journal of Change Management Pub Date : 2021-10-31 Shiran Benji-Rabinovitz, Izhak Berkovich
ABSTRACT The organisational literature has overlooked the diversity of change agents’ psychological ownership experiences in the context of major (or second-order) change. The present study addressed this lacuna. The study used the case study method and focused on six Israeli state-religious schools, which adopted a new liberal curriculum. Thirty-one semi-structured interviews were conducted with six
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The Roles of Sensegiving Language and Context in Change Announcement Acceptance Journal of Change Management Pub Date : 2021-09-06 Joseph Peyrefitte, Amy J. Sevier, Russell Willis
ABSTRACT Do leaders use sensegiving language in organization-wide planned change announcements? Does sensegiving language prompt organizational support? What contextual factors influence the reception of change announcements? These questions were explored in an analysis of written reorganization announcements across three executive administrations within a university. We found that sensegiving language
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Reflections: Voice and Silence in Workplace Conversations Journal of Change Management Pub Date : 2021-05-24 Amy C. Edmondson, Tijs Besieux
ABSTRACT We highlight conversations at work as an arena of change. Drawing on and extending the psychological safety literature, we offer a new framework to distinguish between productive and unproductive forms of both voice and silence. The framework’s four quadrants – withholding, disrupting, contributing and processing – outline essential activities in group conversations that work to advance goals
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Call for Proposals (2023 Review Issue) - Challenging the known. Exploring the unknown Journal of Change Management Pub Date : 2021-07-01
(2021). Call for Proposals (2023 Review Issue) - Challenging the known. Exploring the unknown. Journal of Change Management: Vol. 21, No. 3, pp. 383-384.
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What Can Leadership-as-Practice Contribute to OD? Journal of Change Management Pub Date : 2021-07-13 Joe Raelin
ABSTRACT This paper seeks to find complementarities and make contributions to the field of organization development (OD) from the new field of leadership-as-practice (L-A-P), and in so doing, enhance the development of OD in practice. Rather than looking for leadership in people, especially in their traits and behaviours, leadership-as-practice looks for it in everyday practice, in the spaces between
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Consequences of Managers’ Laissez-faire Leadership During Organizational Restructuring Journal of Change Management Pub Date : 2021-07-12 Robert Lundmark, Anne Richter, Susanne Tafvelin
ABSTRACT This study draws upon conservation of resources theory to investigate if laissez-faire leadership influences employees’ perceptions of role clarity, and two forms of well-being (job satisfaction and work-related burnout), in the context of organizational restructuring. Moreover, role clarity is studied as a mechanism linking laissez-faire leadership to employee well-being. These relationships
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Leadership-as-Practice: Antecedent to Leaderful Purpose Journal of Change Management Pub Date : 2021-06-27 Joe Raelin
ABSTRACT The practice perspective of leadership de-emphasizes purpose and rather recognizes pre-reflective forms of intentionality carried out in embodied practices that may be subsequently guided by democratic, emancipatory and reflexive processes. Although leadership-as-practice should be classified as a descriptive metaethical theory, it can be animated by normative accounts derived from exploratory
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Taming the Survey: Managing the Employee Survey to Create Space for Change Oriented Leadership Journal of Change Management Pub Date : 2021-06-16 Magnus Larsson, Robert Holmberg
ABSTRACT Often, the space for agency and leadership for middle managers is understood to depend on their capacity to escape standardized controlling systems. In this paper, we challenge this view, and instead explore the possibility for middle managers to engage with and make systems enabling rather than constraining, thereby supporting locally relevant change initiatives. We specifically explore how
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Changing Leadership in Changing Times II Journal of Change Management Pub Date : 2021-04-27 Lucia Crevani, Mary Uhl-Bien, Stewart Clegg, Rune Todnem By
MAD statement This leading article aims at Making a Difference (MAD) by inspiring to engage in new conventions for leadership and organizational change at a time when there is an opening for new practices to emerge. The COVID-19 pandemic upended much of what we take for granted, making us more aware of the ambiguity and multiplicity of reality, of the need for collaboration, adaptation and resilience
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Complexity Leadership and Followership: Changed Leadership in a Changed World Journal of Change Management Pub Date : 2021-04-26 Mary Uhl-Bien
ABSTRACT All who have experienced the global pandemic of 2020 can tell you that we live in a changed world. People no longer question whether we are in complexity, that reality has been made explicitly clear. What they want to know now is, what do we do about it, and what does it mean for how we need to lead differently? In this article I explore these questions by integrating generative emergence
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Highlighting the Plural: Leading Amidst Romance(s) Journal of Change Management Pub Date : 2021-04-27 Viviane Sergi, Maria Lusiani, Ann Langley
ABSTRACT The current crisis makes leadership more visible and allows us to reflect on how leadership is conceived. In this essay, we consider how leadership has been represented during the first months of the COVID-19 pandemic in articles published in the business and general press. We show that, while images of heroic leadership are prevalent in this popular discourse – reminding us vividly of the
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Leading Social Transformations: Creating Public Value and Advancing the Common Good Journal of Change Management Pub Date : 2021-05-04 John M. Bryson, Bill Barberg, Barbara C. Crosby, Michael Quinn Patton
ABSTRACT This essay explores what is involved in leading a social transformation to create public value and advance the common good. The contrast here is with strategic leadership of organizations, collaborations, and social movements. Leading a social transformation is much bigger. The required changes are multi-issue, multi-level, multi-organizational, and cross-sectoral, and can cross national frontiers
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Centralized Decentralization, or Distributed Leadership as Paradox: The Case of the Patient Innovation’s COVID-19 Portal Journal of Change Management Pub Date : 2021-05-09 Pedro Oliveira, Miguel Pina e Cunha
ABSTRACT Patients with rare diseases, as well as their caregivers, sometimes develop new solutions to deal with their health conditions but only a small fraction share the solution with their doctor or other health professionals. When the value of patient-developed solutions is considered, the evidence is that these solutions consistently help improve the overall quality of life. Patient-developed
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Serving the need of people: the case for servant leadership against populism Journal of Change Management Pub Date : 2021-04-28 Milton Sousa, Dirk van Dierendonck
ABSTRACT This article provides a contrasting perspective between populist and servant leadership. We propose four key differences based on distinct views on people centricity, the role of the people in the leadership process, the problem solving approach and the preferred leader role. Given the key function that meaning plays in leadership discourse, in particular during times of uncertainty and change
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Resilience in a time of contagion: Lessons from small businesses during the COVID-19 pandemic Journal of Change Management Pub Date : 2021-04-28 Soumodip Sarkar, Stewart R. Clegg
ABSTRACT The abrupt outbreak of the COVID-19 pandemic sent unprecedented shockwaves across the globe, creating an unparalleled crisis in terms of our health, severely impacting the way we live and work. Measures such as social distancing and travel restrictions, have disrupted production and supply chains, reinforcing a demand shock. In the midst of this pandemic, however, there are leaders of resilient
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Digital Transformation of Industrial Organizations: Toward an Integrated Framework Journal of Change Management Pub Date : 2021-05-20 Faisal Imran, Khuram Shahzad, Aurangzeab Butt, Jussi Kantola
ABSTRACT Industrial organizations are responding to new risks and opportunities originating from exponentially growing and disruptive digital technologies, by taking company-wide digital transformation initiatives. However, the key enablers of such digital transformation initiatives that facilitate operational performance outcomes in industrial organizations demand further investigation. Therefore
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Changing Leadership in Changing Times Journal of Change Management Pub Date : 2021-02-08 Stewart Clegg, Lucia Crevani, Mary Uhl-Bien, Rune Todnem By
MAD statement This leading article is setting out to Make a Difference (MAD) through catalysing the further exploration and development of leadership theory and practice by facilitating the reimagining and reframing of challenges and solutions ahead. It does so by integrating the academic concerns of the current literature with the issues raised by recent events marked by the cataclysmic end of the
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Reflections: Towards a Normative and Actionable Theory of Planned Organizational Change and Development Journal of Change Management Pub Date : 2021-01-14 Michael Beer
ABSTRACT A normative and actionable theory of planned organizational change and development is proposed based on fifty years of engagement by the author as a scholar- consultant. Five principles are central features of the theory and practice proposed: (1) Organizations are systems and successful transformations require senior teams to lead a strategic organizational learning process to change the
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Leadership: In Pursuit of Purpose Journal of Change Management Pub Date : 2021-01-08 Rune Todnem By
ABSTRACT Addressing what is perhaps the biggest blind spot in leadership theory and practice, this article sets out to enshrine the pivotal role of purpose. First, it introduces the Telos Leadership Lens (TLL) consisting of the following principles: 1) Leadership is a responsibility of the many, not a privilege of the few 2) Leadership is the collective pursuit of delivering on purpose 3) Leadership
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Leadership for What, Why, for Whom and Where? A Responsibility Perspective Journal of Change Management Pub Date : 2021-01-14 Steve Kempster, Brad Jackson
ABSTRACT A major assumption for both leadership researchers and practitioners is that the relationship between leaders and followers is the pivotal concern for leadership. Viewing leadership through the lens of responsibility, however, changes the pivotal relationship substantially. The principal relationship concern becomes the relationship between leaders and their stakeholders. To better understand