136,300 research outputs found
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
Tombstone of Jeanette Vroom Rowland
No full textDaughter of Jonathon Betty Rowland, died Sept 29, 1814, aged 29 years 10 mos 4 day
Tombstone of Letty Ann Rowland
No full textIn memory of Letty Ann daughter of Wm (William) and Catherine Rowland who died Nov 4th 1807 Aged 15 year
Rowland Scott photograph, Corbridge Rally, 1990.
No full textD. Hague's Chairoplanes - CP44 - photographed 10 June 1990. Digitisation and record funded by the Pilgrim Trust
Rowland Scott photograph, Lincoln Fair, 1956.
No full textD. Ling's Ben Hur loads photographed 29 April 1956. Digitisation and record funded by the Pilgrim Trust
Is there a relationship between the leadership of change and emotional intelligence?
No full textOver the last few years there has been a significant and sustained growth in interest in the area of leadership (Chaudry, 2000; Bagshaw & Bagshaw, 1999; Goffee & Jones, 2000). This paper reviews the development in thinking and research in relation to leadership. The limitations of progress in our understanding of the phenomenon are discussed (eg. Kets De Vries, 1993). Building from this review, the potential for a view of leadership relating to its role in the context of change (eg Conner, 1999; Kotter, 1998) and its relationship to Emotional Intelligence (eg Higgs & Dulewicz, 1999) is explored. The relationship between the Competencies associated with change leadership and Emotional Intelligence is examined by means of a quantitative study involving a sample of 70 managers. Change Leadership Competencies are operationalised using an instrument reported by Higgs and Rowland (2000). Further support is offered for the reliability of this instrument based on a separate sample of 84 change leaders. Emotional Intelligence is operationalised using the EIQ developed by Dulewicz and Higgs (1999).The study demonstrates strong correlations between six of the seven elements of Emotional Intelligence and all five factors in the Change Leadership Competency model. In addition, the overall EI score correlates significantly with the overall CLC score.The authors conclude that Emotional Intelligence plays a significant part in the effectiveness of Change Leadership and propose a model which can be employed in the identification of the development needs of Change Leaders. In addition they discuss the limitations of the current study and identify areas for further research.<br/
Rowland Scott photograph, Stratford-Upon-Avon Rally, 1964.
No full textD. Scott's Twist photographed 15 August 1964. TW28 Digitisation and record funded by the Pilgrim Trust. see negative 178C57.1270
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/
Is change changing?
No full textWhilst there is a growing need for change in organisations it is widely asserted that up to seventy percent of change initiatives fail (e.g. Kotter, 1990; Carnall, 1999; Higgs & Rowland, 2000). Whilst there have been attempts to understand the reasons for failure these have been seen as inconclusive, and a need for further empirical work has been identified (e.g. Buchanan, Claydon & Doyle, 1999). In parallel with the growth in the body of literature concerned with change has been a significant growth in that on its leadership, with some asserting that the root cause of many change problems is leadership behaviour (Buchanan et al, 1999).This paper begins by exploring the change literature and, in particular the broadening of this literature with the inclusion of complexity and evolutionary theories (e.g. Depew & Weber, 1995; Aldrich, 1999; Litchenstein, 1996). Whilst the literature is large and diverse the authors propose that approaches to change may be classified in terms of two axes viz; the extent to which change approaches seek uniformity or accept differentiated implementation and the extent to which change is seen as linear or non-linear. From this classification a typology of change approach is proposed. In examining change the authors also examine emerging thoughts from the change leadership literature. Combining these different streams of literature leads to three core research questions, which are:1. What approach to change management is likely to be most effective in today’s business environment?2. What leadership behaviours tend to be associated with effective change management? And3. Are leadership behaviours related to the underlying assumptions within different approaches to change?These questions are explored using a case study methodology, which is argued to be appropriate for the nature of the phenomenon being examined (Eisenhardt & Brown, 1989). The study was designed using a collaborative research approach (Adler, Shani & Styhre, 2003; Huff & Jenkins, 2002) and involved seven organisations and forty informants who provided seventy change stories (the unit of analysis being the change story). The data was initially analysed as qualitative data and subsequently (following participant lines of inquiry) quantitatively (Parry & Meindl, 2002).Both qualitative and quantitative data indicated that change approaches which were based on assumptions of linearity, were unsuccessful in a wide range of contexts whereas those built on assumptions of complexity were more successful. The closer the approach adopted aligned with complexity theory, the greater was the move from uniform to differentiated implementation. Approaches classified as Emergent change (Johnson, 2001; Wheatley, 1994; 1996) were found to be the most successful across most contexts. In examining leadership behaviours three broad categories emerged (Shaping Behaviour, Framing Change, Creating Capacity). Whilst all three categories were found within each distinct approach to change, their relative dominance followed a pattern which differed between approaches. Furthermore, analyses of the data indicated that leader-centric behaviours (Shaping Behaviour) not only were not related to successful change, but also they impaired change implementation.The implications of the findings and the value of the research methodology are discussed together with suggestions for further research designed to both build on this study and address its acknowledged limitations.<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
- …
