CoChat
Sign Up
Cited by 135Organizational Change and LeadershipOrganizational Management and ChangeLeadership and Management in Organizations

What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders

Higgs, Malcolm, Rowland, Deborah·2011·The Journal of Applied Behavioral Science
DOI 10.1177/0021886311404556
Open this paper in CoChat — free account

Abstract

This article seeks to explore the impact of leaders’ behaviors on the successful implementation of change. A qualitative empirical study of change leader behaviors based on interviews with leaders from 33 organizations is presented. Analyses of the data indicated that leader-centric behaviors have an adverse impact on change implementation. In contrast, behaviors that may be described as being more facilitating and engaging are positively related to change success. Four critical behavior sets are identified. It was evident that leaders who experienced the highest levels of success deployed all four of the behavior sets and minimal presence of leader-centric behaviors. The study findings provide support for some of the recent research into change leadership. However, they provide a more detailed picture of the nature of behaviors associated with successful change implementation. The article concludes with a brief discussion of limitations and areas for further research.

AI snapshot

Written from the paper’s full text.

TL;DR

In a qualitative study of 65 change stories from leaders in 33 organizations, leader-centric “Shaping” behaviors were adversely related to change implementation success, while facilitating and engaging “Framcap” behaviors were positively related. Leaders with the highest success deployed all four Framcap behavior sets and showed minimal presence of leader-centric behaviors.

Key findings

  • Leader-centric behaviors (Shaping) had an adverse impact on change implementation, whereas more facilitating and engaging behaviors were positively related to change success; four critical behavior sets were identified: Attractor, Edge and Tension, Container, and Transforming Space (together labeled “Framcap”).
  • Less successful changes showed a far higher proportion of dominant Shaping behaviors and relatively low Framcap behaviors; more successful changes showed dominance of Framcap behaviors, with the most successful group generally showing limited Shaping.
  • The most successful changes were associated with a broadly balanced deployment of all four Framcap subcategories; in the top five versus bottom five stories, the top stories deployed all four subcategories, while bottom stories showed negative manifestations of Framcap behaviors when strong Shaping was present.
  • The overall sample comprised 65 change stories from leaders in 33 organizations; 4 stories were excluded for insufficient behavioral data, leaving a distribution of 43 private-sector, 9 public-sector, and 9 “third sector” stories.

Methods

  • Qualitative empirical study using interviews with senior leaders from 33 organizations; each leader described a change story in which they played a significant role. Interviews lasted 1 to 1.5 hours, were recorded and transcribed, and were supplemented by detailed field notes.
  • A critical incident approach was used to reduce retrospective smoothing; the coding frame combined prior Higgs and Rowland behavior sets (Shaping, Framing, Creating) with four new Framcap categories (Attractor, Edge and Tension, Container, Transforming Space).
  • Transcripts were double-coded, with a third coder for adjudication when coder alignment was below 90%; success was assessed by a panel combining leader self-assessment, line-manager ratings, and an expert team review. Analyses compared success categories (top 20%, next 40%, lower 20%, lowest 20%), top five versus bottom five stories, and top five stories scoring highest on all four Framcap sets with limited Shaping.

Limitations

  • Paper-stated: the purposive sample introduces possible respondent bias; success ratings are skewed with underrepresentation of unsuccessful changes; ensuring a robust and reliable success measure was difficult; and causality is unclear.
  • Paper-stated: analyses failed to show contextual differences affecting the leadership-behavior patterns linked to success, but the authors cannot be certain results were not influenced by differences in change type or content; goal congruence and resulting leadership behaviors could not be examined.
  • Evident from the text: the study relies on retrospective accounts, which the authors acknowledge and attempt to ameliorate through critical incident probing; the success measure includes self-assessment alongside line-manager and expert ratings, so self-report bias may remain.

Model-written summary. Check it against the paper before relying on it.

Integrity signals

Registry

Crossref · 10.1177/0021886311404556

Cites

73 of 73 references verified0 citation errors · 0 not checkable

Statistics

Nothing to recompute.

Claims the paper makes

0 of 54 cited sources checked · 0 supported · 0 flagged

  • Findingown data
    § Findings · p. 12

    Less successful changes showed a far higher proportion of dominant Shaping behaviors and a relatively low proportion of 'Framcap' behaviors.

    “Turning to the leadership behaviors, it is again evident from Table 3 that the less successful changes showed a far higher proportion of dominant Shaping behaviors and a relatively low proportion of 'Framcap' behaviors.”
    Quote in the paperSubstantial claim
    • Rests on an assumption: The panel's final success ratings are a valid measure of change success.
    • Rests on an assumption: The change stories and transcripts accurately reflect the leaders' actual behaviors and change initiatives.
  • Findingown data
    § Findings · p. 17

    The most successful change stories had evidence that leaders were deploying all four of these subcategories.

    “This analysis prompted a more detailed review of the transcripts of the most successful change stories within which there was evidence that leaders were deploying all four of these subcategories.”
    Quote in the paperSubstantial claim
    • Rests on an assumption: The panel's final success ratings are a valid measure of change success.
    • Rests on an assumption: The change stories and transcripts accurately reflect the leaders' actual behaviors and change initiatives.
  • Findingown data
    § Findings · p. 11

    The overall sample comprised 65 stories relating to change initiatives provided by leaders from 33 organizations.

    “These were explored using an overall sample that comprised 65 stories relating to change initiatives provided by leaders from 33 organizations.”
    Quote in the paperSubstantial claim
  • Findingown data
    § 3. Edge and Tension (FC2): Holds people on course · p. 19

    Analyses of the data failed to show any contextual differences that affected the patterns of leadership behavior associated with the success of the change.

    “Although analyses of the data failed to show any contextual differences that affected the patterns of leadership behavior associated with the success of the change”
    Quote in the paperSubstantial claim
  • Findingown data
    § Findings · p. 17

    This self-awareness appeared to be visibly demonstrated in their behaviors.

    “This self-awareness appeared to be visibly demonstrated in their behaviors.”
    Quote in the paperSubstantial claim
    • Rests on an assumption: The panel's final success ratings are a valid measure of change success.
    • Rests on an assumption: The change stories and transcripts accurately reflect the leaders' actual behaviors and change initiatives.
  • May combine two claims. 9
  • Classified as probably not a substantial claim. 29
  • The quote only partly states this claim. 1

  • May combine two claims.

    Findingown data
    § Findings · p. 17

    Successful change leaders noticed repeating patterns of behavior and drew others' attention to them as they noticed them being played out.

    “In doing this, they noticed repeating patterns of behavior and were able to draw others attention to these as and when they noticed them being played out.”
    Quote in the paperSubstantial claim

  • May combine two claims.

    Findingown data
    § Findings · p. 17

    The transcripts indicated that these leaders reflected on their practice, noticed their impulses, and considered what they could have done differently.

    “The transcripts indicated that these leaders reflected on their practice, noticed their impulses, and considered what they could have done differently.”
    Quote in the paperSubstantial claim
    • Rests on an assumption: The panel's final success ratings are a valid measure of change success.
    • Rests on an assumption: The change stories and transcripts accurately reflect the leaders' actual behaviors and change initiatives.

  • May combine two claims.

    Findingown data
    § Findings · p. 12

    There are examples within less successful changes in which more complex views of change (Master or Emergent) were encountered that either combined the approach with dominant Shaping behavior or had Shaping behaviors representing a relatively high proportion of overall behaviors.

    “Interestingly, there are examples within the less successful changes in which more complex views of change were encountered (i.e., Master or Emergent) that had either combined the approach with dominant Shaping behavior or, if not, had Shaping behaviors representing a relatively high proportion of overall behaviors.”
    Quote in the paperNot a substantial claim
    • Rests on an assumption: The panel's final success ratings are a valid measure of change success.
    • Rests on an assumption: The change stories and transcripts accurately reflect the leaders' actual behaviors and change initiatives.

  • May combine two claims.

    Findingown data
    § Findings · p. 17

    The following elements were present and tended to differentiate these successful leaders from others in the sample: they were very self-aware and appeared to be conscious of how to use their presence in the change process.

    “From this analysis, we found that the following elements were present and that these tended to differentiate these successful leaders from others in the sample: 1. They were very self-aware and appeared to be conscious of how to use their presence in the change process.”
    Quote in the paperSubstantial claim
    • Rests on an assumption: The panel's final success ratings are a valid measure of change success.
    • Rests on an assumption: The change stories and transcripts accurately reflect the leaders' actual behaviors and change initiatives.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingown data
    § Findings · p. 18

    Three of the four components of 'Framcap' had a very positive emotional feel to them.

    “In reviewing the transcripts, it was interesting to note that three of the four components of 'Framcap' had a very positive emotional feel to them.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingown data
    § Findings · p. 11

    The sample comprised leaders drawn from private sector, public sector, and 'third sector' organizations.

    “The sample comprised leaders drawn from private sector, public sector, and 'third sector' organizations (e.g., nongovernmental organizations, voluntary organizations, charity organizations, etc.).”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingown data
    § Findings · p. 11

    The distribution of stories was private sector 43, public sector 9, and 'third sector' 9.

    “The distribution of the stories was as follows: private sector, 43; public sector, 9; and 'third sector,' 9.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Findingown data
    § Findings · p. 11

    Respondents in all organizations were at a senior level, responsible for a significant part of the organization's business or activities and playing a major role in implementing the change.

    “Respondents in all the organizations were at a senior level, being responsible for a significant part of the organization's business or activities and playing a major role in the implementation of the change that formed the basis of their change stories.”
    Quote in the paperNot a substantial claim

  • May combine two claims. The quote only partly states this claim.

    Findingown data
    § Findings · p. 17

    Successful change leaders remained in tune with the bigger picture within which the change was positioned and ensured their team considered their actions and plans in light of it, connecting change processes to the wider context and facilitating individual, team, and organizational learning.

    “They remained in tune with the bigger picture within which the change was positioned and ensured that their team considered their actions and plans in the light of this.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Findingcitation
    § Discussion · p. 21

    The findings of this study tend to follow a ratio of three positive emotions for each negative one.

    “It is interesting to note that the above findings do tend to follow such a ratio.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Findingown data
    § Discussion · p. 21

    Although the more successful changes in this study were those in which the dominant behaviors were largely enabling ('Framcap'), a number of the stories contained a notable component of Shaping behavior.

    “although the more successful changes in this study were those in which the dominant behaviors were largely enabling (i.e., 'Framcap'), a number of the stories did contain a notable component of Shaping behavior.”
    Quote in the paperSubstantial claim

  • Classified as probably not a substantial claim.

    Study design and conductcitation
    § Study Design · p. 10

    All transcripts were double-coded to establish a higher level of reliability in the coding process.

    “To establish a higher level of reliability in the coding process, all transcripts were double-coded (Miles & Huberman, 1984).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Miles & Huberman, 1984

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Classified as probably not a substantial claim.

    Interpretationown data
    § Findings · p. 12

    The data appear to provide positive answers to the two research questions.

    “Thus, the data appear to provide positive answers to the two research questions.”
    Quote in the paperSubstantial claim
    • Rests on an assumption: The panel's final success ratings are a valid measure of change success.
    • Rests on an assumption: The change stories and transcripts accurately reflect the leaders' actual behaviors and change initiatives.

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing).

    Interpretationown data
    § Abstract · p. 1

    The study findings provide support for some of the recent research into change leadership.

    “The study findings provide support for some of the recent research into change leadership.”
    Quote in the paperNot a substantial claim

  • Classified as probably not a substantial claim.

    Premisecitation
    § Change Leadership · p. 3

    The context of change is an important one within which to examine the impact and effectiveness of leadership behaviors.

    “It has been argued that the context of change is an important one within which to examine the impact and effectiveness of leadership behaviors”
    Quote in the paperSubstantial claim0 of 2 sources checked
    • cites Agle et al., 2006 source
    • cites Colville & Murphy, 2006 source

  • Classified as probably not a substantial claim.

    Interpretationown data
    § Abstract · p. 1

    The study findings provide a more detailed picture of the nature of behaviors associated with successful change implementation.

    “However, they provide a more detailed picture of the nature of behaviors associated with successful change implementation.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductcitation
    § Findings · p. 11

    Four change stories were excluded due to a lack of sufficiently clear behavioral data in the transcripts.

    “In the course of the analysis, four change stories were excluded due to a lack of sufficiently clear behavioral data in the transcripts (Miles & Huberman, 1984; Moser & Kalton, 1972).”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Miles & Huberman, 1984

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Moser & Kalton, 1972

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Classified as probably not a substantial claim.

    Study design and conductreasoning
    § Study Design · p. 10

    Summaries of coding from each pair of coders were reviewed by two separate researchers to check for any apparent consistent biases in their use of codes.

    “Finally, summaries of coding from each pair of coders were reviewed by two separate researchers to check for any apparent consistent biases in their use of codes.”
    Quote in the paperSubstantial claim

  • Classified as probably not a substantial claim.

    Premisecitation
    § Change Leadership · p. 2

    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”
    Quote in the paperSubstantial claim0 of 2 sources checked
    • cites Eisenbach, Watson, & Pillai, 1999 source
    • cites Higgs & Rowland, 2000 source

  • Classified as probably not a substantial claim.

    Premisecitation
    § Change Leadership · p. 3

    Higgs and Rowland (2000, 2005) identified five broad areas of leadership competency associated with successful change implementation.

    “They identified five broad areas of leadership competency associated with successful change implementation.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Higgs & Rowland (2000, 2005)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S1 (asserted).

    Premisecitation
    § The Challenge of Change · p. 1

    Attempts to implement organizational change are predominantly unsuccessful.

    “There is a widely held view (in large supported by empirical research) that attempts to implement organizational change are predominantly unsuccessful”
    Quote in the paperNot a substantial claim0 of 3 sources checked
    • cites Beer, 2000
    • cites Elrod & Tippett, 2002 source
    • cites Kotter, 1995

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Classified as probably not a substantial claim.

    Study design and conductnone given
    § Study Design · p. 10

    A panel assessment was employed to obtain an indication of degree of change success, combining ratings from leaders, line managers, and expert team.

    “To obtain an indication of the degree of change success, a panel assessment was employed. This entailed combining ratings of success provided by the leaders interviewed (self-assessment), the line managers accountable for the change project, and an assessment conducted by an 'expert' team who reviewed the overall change story”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Corresponding Author: · p. 1

    Reductionism in research into change fails to elucidate significant or generalizable lessons.

    “they suggest that reductionism in research into change fails to elucidate any significant or generalizable lessons.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Pettigrew et al. (2001) source

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation
    § Corresponding Author: · p. 1

    There is a paucity of empirical studies and a dominance of U.S.-based thinking, cases, and data in change research.

    “Pettigrew (1997) highlights both the paucity of empirical studies and the dominance of U.S.-based thinking, cases, and data.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Pettigrew (1997)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Classified as probably not a substantial claim.

    Study design and conductreasoning
    § Study Design · p. 5

    The researchers adopted a critical incident approach to interviews to ameliorate limitations of retrospective recollection.

    “To ameliorate such limitations, the researchers adopted a critical incident approach to the interviews (Flanagan, 1954).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Flanagan, 1954 source

  • Classified as probably not a substantial claim.

    Study design and conductreasoning
    § Study Design · p. 10

    Where coder alignment was less than 90%, the transcript went to a third coder for adjudication of differences.

    “Where a degree of coder alignment of less than 90% arose, the transcript went to a third coder for adjudication of differences.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Corresponding Author: · p. 1

    Contextual considerations are important for understanding how change works in practice.

    “Pettigrew et al. (2001) have highlighted the importance of contextual considerations in arriving at a deeper level of understanding of how change works (or does not) in practice.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Pettigrew et al. (2001) source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Findings · p. 12

    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).”
    Quote in the paperNot a substantial claim0 of 3 sources checked
    • cites Eisenbach et al., 1999 source
    • cites Stace, 1996 source
    • cites Wheatley, 1993

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Classified as probably not a substantial claim.

    Premisecitation
    § Change Leadership · p. 4

    Higgs and Rowland (2005) identified that leaders with a notable combination of 'Framing' and 'Creating' behavioral sets appeared particularly successful in implementing change across most contexts examined.

    “Indeed they identified that leaders who had a notable combination of the 'Framing' and 'Creating' behavioral sets appeared to be particularly successful in implementing change across most of the contexts examined.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Higgs & Rowland (2005) source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Discussion · p. 21

    The need to move away from a leader-centric approach to change as contextual complexity increases is argued by many researchers in the field.

    “The need to move away from a leader-centric approach to change as contextual complexity increases is also argued by many researchers in the field”
    Quote in the paperNot a substantial claim0 of 3 sources checked
    • cites Kramer, 2005

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Senge, 1997
    • cites Wheatley, 1993

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • May combine two claims.

    Interpretationown data
    § Conclusions · p. 22

    The negative impact on change success of leader-centric behaviors (Shaping) has been reinforced, whereas the more enabling behaviors (e.g., 'Framcap') appear to facilitate successful change implementation.

    “The negative impact on change success of leader-centric behaviors (Shaping) has been reinforced whereas the more enabling behaviors (e.g., 'Framcap') appear to facilitate successful change implementation.”
    Quote in the paperSubstantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Discussion · p. 22

    There is an optimal point in a system when stabilizing and destabilizing forces are in a form of dynamic balance, at which conditions are created for the system to be at its most creative and to promote optimal learning and adaptation.

    “Both Grobman (2005) and Waldrop (1992) point out that there is an optimal point in a system when stabilizing and destabilizing forces are in a form of dynamic balance.”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Grobman, 2005 source
    • cites Waldrop, 1992 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Discussion · p. 21

    In the broader leadership literature, the move to a more enabling approach is seen to be related to the emotional content of leader-follower exchange.

    “In the broader leadership literature, the move to a more enabling approach is seen to be related to the emotional content of leader-follower exchange”
    Quote in the paperNot a substantial claim0 of 3 sources checked
    • cites Gill, 2001

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Goleman, Boyatzis, & McKee, 2002

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Higgs, 2003 source

  • Probably not a substantial claim: may not pass S2 (checkable).

    Premisecitation
    § Discussion · p. 20

    In the more complex context within which organizations now operate, effective leadership is that which enables others to implement strategic and related changes.

    “Others have commented that in the more complex context within which organizations are now operating, effective leadership is that which enables others”
    Quote in the paperNot a substantial claim0 of 3 sources checked
    • cites Colville & Murphy, 2006 source
    • cites Gill, 2001

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Weick, Sutcliffe, & Obstfeld, 2005 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § 3. Edge and Tension (FC2): Holds people on course · p. 19

    The significance of context has been identified as an important omission in much of the change literature.

    “The significance of context has been identified as an important omission in much of the change literature (Pettigrew, 2000; Pettigrew et al., 2001).”
    Quote in the paperNot a substantial claim0 of 2 sources checked
    • cites Pettigrew, 2000

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Pettigrew et al., 2001 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Study design and conductreasoning
    § Limitations and Further Research · p. 23

    Because of the nature of the success assessment, it was difficult to ensure the success measure for each change story is sufficiently robust and reliable.

    “Third, because of the nature of the success assessment, it was difficult to ensure the success measure for each change story is sufficiently robust and reliable.”
    Quote in the paperNot a substantial claim
36 of 36

  • The paper relies on this without support.

    This research, which is primarily quantitative, generally fails to link directly with the change literature.

    “This research, which is primarily quantitative, does, however, generally fail to link directly with the change literature.”

  • The paper relies on this without support.

    In examining the leader's role and behavior in the change process, few studies have moved beyond generic descriptions.

    “In examining the leader's role and behavior in the change process, few studies have moved beyond generic descriptions.”

  • The paper relies on this without support.

    The panel's final success ratings are a valid measure of change success.

    “Final panel success rating”

  • The paper relies on this without support.

    The change stories and transcripts accurately reflect the leaders' actual behaviors and change initiatives.

    “These were explored using an overall sample that comprised 65 stories relating to change initiatives provided by leaders from 33 organizations.”
4 of 4

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

Each contradiction between two passages listed here was confirmed by an independent check.

  • NC2 is labeled Creating despite a larger 'Framcap' percentage

    Minor

    NC2's largest reported category is 'Framcap' at 37.50%, but its dominant behavior is labeled "Creating," which accounts for 18.75%.

  • NC3's dominant behavior conflicts with its percentages

    Minor

    NC3 is labeled "Creating," although its 'Framcap' percentage is 76.47%, compared with 5.88% for Creating. The paper says the final column identifies the dominant leadership factor.

2 of 2

Cites

Flagged first, then by citations

1 of the 74 references couldn’t be matched to a known paper.

Research works printed but not linked: 16

  1. Conner D., 1999, Leading at the edge of chaos
  2. Finkelstein S., 1996, Strategic leadership—Top executives and their influence on organizations
  3. Goffee R., 2000, Harvard Business Review, 63
  4. Hambrick D. C., 1988, Executive effectiveness. Concepts and methods for studying top managers, 3
  5. Higgs M., Paper presented at the First Applied Positive Psychology Conference
  6. Higgs M. J., 2006, Organisations and People, 13, 23
  7. Jaworski J., 2000, Synchronicity
  8. Kets de Vries M., 1995, Life and death in the executive fast lane
  9. Kotter J. P., 1996, Leading change
  10. Kouzes J. R., 1998, Encouraging the heart
  11. Kramer R. J., 2005, Developing global leaders: Enhancing competencies and accelerating the expatriate experience
  12. Miles M. B., 1984, Analyzing qualitative data: A source book for new methods
  13. Pettigrew A. M., 1997, Advancement in organizational behavior: Essays in honour of D. S. Pugh, 277
  14. Pettigrew A. M., 2000, Breaking the code of change, 243
  15. Seligman M. E. P., 2002, Authentic happiness: Using the new positive psychology to realize your potential for lasting fulfillment
  16. Senge P. M., 1997, Harvard Business Review, 75, 30

Cited by

Sorted by citations

Related

Authors
Higgs, M., & Rowland, D.
Affiliations
  • University of Southampton (GB)
  • Transcend Consultancy, London, UK
Corresponding author
Higgs, Malcolm
ORCID
Higgs, Malcolm
Venue
The Journal of Applied Behavioral Science
Publisher
SAGE Publications
Published
2011-04-11
Volume
47
Issue
3
Pages
309-335
ISSN
  • 0021-8863 (ISSN-L)
  • 1552-6879
DOI
10.1177/0021886311404556
OpenAlex
W2097319786
Semantic Scholar
ae70796c9d26df4f893f5993b669c698d951461f
Cited by
135
References
74
Citations by year
2026: 3 · 2025: 7 · 2024: 10 · 2023: 8 · 2022: 11 · 2021: 15 · 2020: 10 · 2019: 13 · 2018: 10 · 2017: 4 · 2016: 13 · 2015: 11 · 2014: 8 · 2013: 9 · 2012: 3
FWCI
11.67
Type
journal article
Language
en
Open access
closed
Licence
journals.sagepub.com/page/policies/text-and-data-mining-license (tdm)
Locations
  • The Journal of Applied Behavioral Science (publishedVersion)
  • ePrints Soton (University of Southampton) (submittedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Change and Leadership
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Management and Change
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
Keywords
change leadership, organizational change, change implementation, leadership behavior, change success

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Claims read by deepseek-v4.1-flash under definition version 3 (extract-v3) on 2026-10-14.

Classified by jev-1.13-20260917 (gold-guideline-v0.2) on 2026-10-14.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review