1,721,356 research outputs found
Is there a relationship between organisational culture and the implementation and leadership of change?
No full textIt is widely asserted that a high proportion of change initiatives fail (e.g. Kotter, 1996; Author/s to be provided, 2000). Furthermore the success of initiatives involving cultural change is significantly lower (Smith, 2003). However, there is some debate around whether or not change can only be effected if organisational culture is also changed or that, for change to be successful it has to be positioned within the dominant organisational culture paradigm (e.g. Trompenaars & Wooliams, 2004). In a study by Author/s to be provided (2003) it was suggested that approaches to change based on an understanding of complexity, rather than an assumption of linearity, were more likely to be successful. Furthermore they identified the significance of leader behaviours in impacting on change success. In particular they indicated that leader-centric behaviours (Shaping) were negatively related to success. Behaviours focusing on creating a change framework and building capability (Framing) were positively related to success. In discussing these findings they indicated a need for further research to explore their results in differing organisational contexts. They also identified a need to explore the impact of differing organisational cultures on the findings. These two needs for research are the focus of this paper. The study reported involved collecting stories from change leaders in nine organisations. Whilst the Author/s to be provided (2003) framework was used to explore change approaches and leader behaviours, the construct of culture was operationalised using the Goffee and Jones (1998) model. The findings presented offer some support for the proposition that there is a relationship between culture, change approach, leadership behaviours and change success. However, the sample size does provide a limitation of the research and further exploration in future research is called for. <br/
Developing change leaders: assessing the impact of a development programme
No full textThe literature on change management and change leadership recognises the significance of change as a core aspect of business which is enduring rather than transient. Relatively little research has been conducted into the competencies required for effective change leadership, however, and even less about how these competencies might be developed. This paper examines the application of a process to develop change leadership within one organisation and the impact which this has had in business, organisational and individual competency terms. Using a combination of quantitative and qualitative research, the authors have demonstrated that a development intervention has had a notable impact on all three areas. The lessons from this case are discussed along with proposals for further areas of future research
An examination of the relationship between organisational culture and approaches to change
No full textWhat does it take to implement change successfully? A study of the behaviors of successful change leaders
No full text
Change and culture: an examination of the relationship between organisation culture and approaches to change
No full textIt is widely asserted that a high proportion of change initiatives fail (e.g. Kotter, 1996; Higgs & Rowland, 2000). Furthermore the success of initiatives involving cultural change is significantly lower (Smith, 2003). However, there is some debate around whether or not change can only be effected if organisational culture is also changed or that, for change to be successful it has to be positioned within the dominant organisational culture paradigm (e.g. Trompenaars & Wooliams, 2004).In a study by Higgs and Rowland (2003) it was suggested that approaches to change based on an understanding of complexity, rather than an assumption of linearity, were more likely to be successful. Furthermore they identified the significance of leader behaviours in impacting on change success. In particular they indicated that leader-centric behaviours (Shaping) were negatively related to success. Behaviours focusing on creating a change framework and building capability (Framing) were positively related to success. In discussing these findings they indicated a need for further research to explore their results in differing organisational contexts. They also identified a need to explore the impact of differing organisational cultures on the findings. These two needs for research are the focus of this paper.The study reported involved collecting stories from change leaders in nine organisations. Whilst the Higgs and Rowland (2003) framework was used to explore change approaches and leader behaviours, the construct of culture was operationalised using the Goffee and Jones 91998) model. The findings presented offer some support for the proposition that there is a relationship between culture, change approach, leadership behaviours and change success. However, the sample size does provide a limitation of the research and further exploration in future research is called for
Leading change: what are the critical leader behaviours?
No full textThere is a widespread view (in part supported by empirical research) that a significant proportion of organisational changes fail to meet their goals and objectives. There have been many attempts to understand the reasons for this endemic failure. This paper reviews the extensive change literature and suggests that approaches to change, which recognise the phenomenon as a more complex one, have a higher probability of success. Within this complex view of change the role of the leader is explored. Building from the review of the literature the paper reports a qualitative study in which leaders from 33 organisations were asked to recount stories of organisational change and their behaviour as leaders within the change. In all 61 such stories were generated. Analyses of this data provided evidence that leader-centric behaviours tended to impede change success whereas more enabling behaviours tended to facilitate effective change implementation. These findings are discussed in the light of the extant change and change leadership literature. They are further explored in the light of the merging literatures on positive psychology and on complexity in organisations.The paper concludes with a brief discussion of the limitations of the study together with proposals for further research.<br/
The challenge of leading change in global organisations: a case study investigation
No full textFor a number of years organisations operating on a global basis have struggled with the dilemma of approaching a balance between global standardisation and local differentiation. Similar dilemmas arise from a review of the literature around the challenges of implementing change successfully. There is, however, agreement that leaders play a significant role in resolving these dilemmas in the process of implementing strategic change within global organisations.This paper explores the literature on global organisations and change leadership. Based on this review the paper presents the findings from a case study which explores the implementation of a global strategy within a large energy corporation. Based on a review of nine interviews, internal communication documents and employee engagement data the paper explores the change leadership styles, change approaches and overall global-local “mindset” present in a number of changes resulting from the overall strategy.Analysis of the findings indicates that change approaches which recognise the complexity of change combined with an involving and engaging leadership style tend to result in successful change implementation. In addition the balancing of the global/local dilemma by leaders contributes notably to change success.The paper concludes with suggestions for further research and a brief discussion of the implications of the findings for the development of leaders capable of working effectively in a global organisation.<br/
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