Transformational leadership in the context of organizational change
Abstract
The importance of leadership to the change management process is underscored by the fact that change, by definition, requires creating a new system and then institutionalizing the new approaches. While change management depends on leadership to be enacted, to date there has been little integration of these two bodies of literature. Thus, the purpose of this article is to draw parallels between the change literature and the leadership literature; specifically, the transformational leadership literature that is primarily concerned with the capabilities required to enact change successfully. This is done by describing areas of convergence between the two literatures that point to the appropriateness of transformational leadership in enacting change. Finally, the papers in the special issue are previewed by identifying their underlying themes.
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Programmatic change is largely unsuccessful.
“This does tend to provide further support for the earlier findings of Higgs and Rowland (2005) as well as for the more general view that programmatic change is largely unsuccessful (e.g., Eisenbach et al., 1999; Stace, 1996; Wheatley, 1993).”
From What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders (2011) · cites this paper as Eisenbach et al., 1999
The role and behaviors of leaders in a change context has been lacking in empirical research.
“It has been asserted that the role and behaviors of leaders in a change context per se has been an area that is lacking in empirical research”
From What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders (2011) · cites this paper as Eisenbach, Watson, & Pillai, 1999
In a more complex change paradigm, the role of leaders becomes significant, particularly in making judgments about the change approaches to be adopted.
“It has been argued that in a more complex change paradigm, the role of leaders becomes significant, particularly in terms of making judgments in relation to change approaches to be adopted”
From What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders (2011) · cites this paper as Eisenbach et al., 1999
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References 20 · Cited by 407
- Authors
- Eisenbach, R., Watson, K., & Pillai, R.
- Affiliations
- California State University, San Marcos (US)
- ORCID
- Watson, Kathleen
- Venue
- Journal of Organizational Change Management
- Publisher
- Emerald
- Published
- 1999-04-01
- Volume
- 12
- Issue
- 2
- Pages
- 80-89
- ISSN
- 0953-4814 (ISSN-L)
- OpenAlex
- W2061870308
- Cited by
- 407
- References
- 20
- Citations by year
- 2026: 7 · 2025: 16 · 2024: 19 · 2023: 21 · 2022: 14 · 2021: 20 · 2020: 23 · 2019: 21 · 2018: 28 · 2017: 20 · 2016: 17 · 2015: 25 · 2014: 29 · 2013: 22 · 2012: 26
- FWCI
- 7.20
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Journal of Organizational Change Management (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Change and Leadership
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Management and Change
- Keywords
- transformational leadership, organizational change, change management, leadership skills, institutionalization of change
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