The DOI matches its Crossref record; 73 of the 74 references it cites were found in a registry or an index; none of the 54 sources its claims cite is checked for support yet.
What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders
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.
Overview
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.
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Claims the paper makes
32 Own result · 14 No full text of the sources · 13 Own interpretation · 10 Not checked yet · 8 Own method · 7 Sources not found · 1 No basis given
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
boostedcorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
- 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.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
- 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.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“These were explored using an overall sample that comprised 65 stories relating to change initiatives provided by leaders from 33 organizations.”
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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”
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“This self-awareness appeared to be visibly demonstrated in their behaviors.”
hedgedcorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
- 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.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Furthermore, it does indicate that the more successful changes are associated with a broadly balanced deployment of all four of the 'Framcap' subcategories.”
hedgedcorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
- 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.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“On the other hand, the more successful changes showed a dominance of 'Framcap' behaviors.”
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
- 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.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“On the other hand, the more successful change initiatives tended to evidence higher proportions of Master and Emergent change approaches.”
hedgedcorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
- 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.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Analyses of the data indicated that leader-centric behaviors have an adverse impact on change implementation.”
hedgeddirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
- It may state two separate claims as one. 9
- Probably not a substantial claim. 29
- The quote only partly states this claim. 1
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
plainSingle case- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The transcripts indicated that these leaders reflected on their practice, noticed their impulses, and considered what they could have done differently.”
hedged- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
- 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.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
- 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.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
hedgedcorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
- 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.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The sample comprised leaders drawn from private sector, public sector, and 'third sector' organizations (e.g., nongovernmental organizations, voluntary organizations, charity organizations, etc.).”
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The distribution of the stories was as follows: private sector, 43; public sector, 9; and 'third sector,' 9.”
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one. The quote only partly states this claim.
None of the sources cited for this claim have been checked yet.
In the paper
“It is interesting to note that the above findings do tend to follow such a ratio.”
hedgedcorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
In the paper
“To establish a higher level of reliability in the coding process, all transcripts were double-coded (Miles & Huberman, 1984).”
What the sources say
- Not matchedcites Miles & Huberman, 1984
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Thus, the data appear to provide positive answers to the two research questions.”
hedged- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not 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.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The study findings provide support for some of the recent research into change leadership.”
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“It has been argued that the context of change is an important one within which to examine the impact and effectiveness of leadership behaviors”
What the sources say
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“However, they provide a more detailed picture of the nature of behaviors associated with successful change implementation.”
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
None of the sources cited for this claim could be matched to a paper in Crossref, so there is nothing to check it against.
In the paper
“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).”
What the sources say
- Not matchedcites Miles & Huberman, 1984
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not matchedcites Moser & Kalton, 1972
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
- Not matched
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“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”
What the sources say
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
In the paper
“They identified five broad areas of leadership competency associated with successful change implementation.”
What the sources say
- Not matchedcites Higgs & Rowland (2000, 2005)
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
- Not matched
None of the sources cited for this claim have been checked yet.
In the paper
“There is a widely held view (in large supported by empirical research) that attempts to implement organizational change are predominantly unsuccessful”
What the sources say
- Not checked — no full text of the sourcecites Beer, 2000
- Not checked — no full text of the sourcecites Elrod & Tippett, 2002 source
- Not matchedcites Kotter, 1995
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
boosted- Asserted: fails — The authors may not put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The authors may not put it forward as true.
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“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”
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
In the paper
“they suggest that reductionism in research into change fails to elucidate any significant or generalizable lessons.”
What the sources say
- Not checked — no full text of the sourcecites Pettigrew et al. (2001) source
hedged- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
In the paper
“Pettigrew (1997) highlights both the paucity of empirical studies and the dominance of U.S.-based thinking, cases, and data.”
What the sources say
- Not matchedcites Pettigrew (1997)
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.
- Not matched
In the paper
“To ameliorate such limitations, the researchers adopted a critical incident approach to the interviews (Flanagan, 1954).”
What the sources say
- Not checked — no full text of the sourcecites Flanagan, 1954 source
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“Where a degree of coder alignment of less than 90% arose, the transcript went to a third coder for adjudication of differences.”
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
In the paper
“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.”
What the sources say
- Not checked — no full text of the sourcecites Pettigrew et al. (2001) source
boostedcorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
None of the sources cited for this claim have been checked yet.
In the paper
“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).”
What the sources say
hedged- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
In the paper
“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.”
What the sources say
- Not checked — no full text of the sourcecites Higgs & Rowland (2005) source
hedgedcorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
None of the sources cited for this claim have been checked yet.
In the paper
“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”
What the sources say
- Not matchedcites Kramer, 2005
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not checked — no full text of the sourcecites Senge, 1997
- Not matchedcites Wheatley, 1993
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
hedgeddirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“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.”
What the sources say
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
None of the sources cited for this claim have been checked yet.
In the paper
“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”
What the sources say
- Not matchedcites Gill, 2001
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not matchedcites Goleman, Boyatzis, & McKee, 2002
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not checked — no full text of the sourcecites Higgs, 2003 source
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
- Not matched
None of the sources cited for this claim have been checked yet.
In the paper
“Others have commented that in the more complex context within which organizations are now operating, effective leadership is that which enables others”
What the sources say
hedgeddirect- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. It may be too vague to check against evidence.
None of the sources cited for this claim have been checked yet.
In the paper
“The significance of context has been identified as an important omission in much of the change literature (Pettigrew, 2000; Pettigrew et al., 2001).”
What the sources say
- Not matchedcites Pettigrew, 2000
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not checked — no full text of the sourcecites Pettigrew et al., 2001 source
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
- Not matched
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“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.”
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
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.”
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.
Rated minor: it would not touch a result — a value no result rests on, a p-value that stays on the same side of the significance level, or a conflict that is clerical, resolved elsewhere in the paper, or outside its own findings.
In the paper
§ Findings · p. 14
“| NC2 | 4 | Master | 31.25 | 12.50 | 18.75 | 37.50 | Creating |”
§ Findings · p. 12
“The final column shows the dominant leadership factor present in the change.”
Rated minor: it would not touch a result — a value no result rests on, a p-value that stays on the same side of the significance level, or a conflict that is clerical, resolved elsewhere in the paper, or outside its own findings.
In the paper
§ Findings · p. 13
“| NC3 | 3.33 | Emergent | 17.65 | 0.00 | 5.88 | 76.47 | Creating |”
§ Findings · p. 12
“The final column shows the dominant leadership factor present in the change.”
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Cited by
Sorted by citations
Carter, M. Z., Armenakis, A. A., Feild, H. S., & Mossholder, K. W. (2012) · Journal of Organizational Behavior · doi:10.1002/job.1824 · Cited by 419
“Congruent with this notion , Higgs and Rowland (2011) concluded from their interviews with managers in 33 organizations that change efforts were more successful when employees worked with managers who were more facilitating and engaging.”
BackgroundWıjayatı, D. T., Rahman, Z., Fahrullah, A., Rahman, M. F. W., Arifah, I. D. C., & Kautsar, A. (2022) · International Journal of Manpower · doi:10.1108/ijm-07-2021-0423 · Cited by 347
Leaders’ Impact on Organizational Change: Bridging Theoretical and Methodological Chasms
Oreg, S., & Berson, Y. (2018) · Academy of Management Annals · doi:10.5465/annals.2016.0138 · Cited by 264
“In another qualitative study, through interviews with leaders from 33 organizations undergoing change, “facilitating” and “engaging” leader behaviors were found to be most effective, and those that are “shaping” least effective (Higgs & Rowland, 2011).”
Backgroundvan der Voet, J. (2013) · European Management Journal · doi:10.1016/j.emj.2013.10.001 · Cited by 235
Sociotechnical Systems Approach to BIM Implementation in a Multidisciplinary Construction Context
Sackey, E., Tuuli, M. M., & Dainty, A. (2014) · Journal of Management in Engineering · doi:10.1061/(asce)me.1943-5479.0000303 · Cited by 161
Bayraktar, S., & Jiménez, A. (2020) · Journal of Organizational Change Management · doi:10.1108/jocm-12-2018-0368 · Cited by 135
Corporate Rebranding: An Integrative Review of Major Enablers and Barriers to the Rebranding Process
Miller, D., Merrilees, B., & Yakimova, R. (2013) · International Journal of Management Reviews · doi:10.1111/ijmr.12020 · Cited by 111
Paradoxical Leadership and the Competing Values Framework
Lavine, M. H. (2014) · The Journal of Applied Behavioral Science · doi:10.1177/0021886314522510 · Cited by 127
“Leadership development is the focus of this article because of its importance to organizational change (Higgs & Rowland, 2011).”
BackgroundChange Leadership and Public Sector Organizational Change
van der Voet, J. (2015) · The American Review of Public Administration · doi:10.1177/0275074015574769 · Cited by 107
“…supportive of a specific organizational change (Eisenbach, Watson, & Pillai, 1999; Higgs & Rowland, 2011), such studies fail to encompass the leadership behaviors that are outlined in the literature on change management (e.g., Fernandez & Rainey, 2006; Herold et al., 2008; Higgs & Rowland, 2011).”
BackgroundResultInfluentialTrullén, J., Bos-Nehles, A. C., & Valverde, M. (2020) · International Journal of Management Reviews · doi:10.1111/ijmr.12220 · Cited by 117
“This means that implementation is an evolving effort (Repenning 2002) in which employees change their behaviours depending on the initiatives and the feedback offered by their managers (Battilana et al. 2010; Gilley et al. 2008; Higgs and Rowland 2011), as well as the normative pressures they experience to identify an…”
BackgroundSchwarz, U. V. T., Hasson, H., & Tafvelin, S. (2015) · Safety Science · doi:10.1016/j.ssci.2015.07.020 · Cited by 95
An Illustration of a Deductive Pattern Matching Procedure in Qualitative Leadership Research
Pearse, N. J. (2019) · The Electronic Journal of Business Research Methods · doi:10.34190/jbrm.17.3.004 · Cited by 80
van der Voet, J., Groeneveld, S. M., & Kuipers, B. S. (2013) · Journal of Change Management · doi:10.1080/14697017.2013.805160 · Cited by 77
“Along with other researchers (for example, Higgs & Rowland, 2005, 2011; Weick & Quinn, 1999), the authors have argued for corresponding change leadership, depending on the type of or approach to organizational change.”
BackgroundThe effect of change leadership on employee attitudinal support for planned organizational change
Onyeneke, G. B., & Abe, T. (2021) · Journal of Organizational Change Management · doi:10.1108/jocm-08-2020-0244 · Cited by 74
Enhancing Researcher Reflexivity About the Influence of Leading Questions in Interviews
Cairns-Lee, H., Lawley, J., & Tosey, P. (2021) · The Journal of Applied Behavioral Science · doi:10.1177/00218863211037446 · Cited by 71
“…between 2011 and 2021 have used interviewing; for example, sensemaking (Chreim & Tafaghod, 2012), metaphors of change agency (Cassell & Lee, 2012), identity (Foldy, 2012; Jacobs et al., 2013), different facets of change (Ford et al., 2020), and change leaders’ behavior (Higgs & Rowland, 2011).”
MethodChange leadership in the 21st century
Dumas, C. A., & Beinecke, R. H. (2018) · Journal of Organizational Change Management · doi:10.1108/jocm-02-2017-0042 · Cited by 65
Leadership and change mobilization: The mediating role of distributed leadership
Canterino, F., Cirella, S., Piccoli, B., & Shani, A. B. R. (2019) · Journal of Business Research · doi:10.1016/j.jbusres.2019.09.052 · Cited by 58
“…transactional, charismatic, servant, pragmatic and ethical leadership; Anderson & Sun, 2017) with the behaviours they exhibit in successfully leading change, including engagement and mobilization of resources (e.g. Gilley, Gilley, & McMillian, 2009; Higgs & Rowland, 2011; Stilwell et al., 2016).”
BackgroundInfluentialChallenging the Perceived Wisdom of Management Theories and Practice
Baden, D. A., & Higgs, M. J. (2015) · Academy of Management Learning and Education · doi:10.5465/amle.2014.0170 · Cited by 57
Self-citationAchieving a nutrition revolution for Africa: The road to healthier diets and optimal nutrition
Holdsworth, M., Aryeetey, R., Jerling, J. C., Taljaard, C., Nago, E. S., Colecraft, E., Lachat, C., Kolsteren, P., Hailu, T., & Verstraeten, R. (2016) · doi:10.2499/9780896295933 · Cited by 53
Osagie, E., Wesselink, R., Blok, V., & Mulder, M. (2016) · Business & Society · doi:10.1177/0007650316676270 · Cited by 52
“An example in which both discontinuous and incremental change 380 Business & Society 58(2) processes were studied is the study of Higgs and Rowland (2011).”
BackgroundInfluentialRepetitive reorganizations, uncertainty and change fatigue
de Vries, M. S. E., & de VRIES, M. S. (2021) · Public Money & Management · doi:10.1080/09540962.2021.1905258 · Cited by 47
“…bemoaned for the fact that they often fail to meet the ambitious goals they were meant to address and are consequently ine ff ective, while, on the other hand, new reforms are steadily being initiated, as they are perceived to be successful as an instrument for planned change (Kleidat, 2011, p. 17).”
BackgroundLundmark, R., Nielsen, K. M., Hasson, H., Schwarz, U. V. T., & Tafvelin, S. (2020) · International Journal of Workplace Health Management · doi:10.1108/ijwhm-05-2019-0065 · Cited by 47
Villani, E., & Lechner, C. (2020) · The Journal of Technology Transfer · doi:10.1007/s10961-020-09803-8 · Cited by 51
Hastings, B. J., & Schwarz, G. M. (2021) · The Journal of Applied Behavioral Science · doi:10.1177/00218863211019561 · Cited by 42
“These data also allowed us to analyze stories from both a change process and a change leadership perspective (see Denis et al., 2001; Higgs & Rowland, 2011).”
BackgroundMethodChange agent's contribution to recipients' resistance to change: A two-sided story
Vos, J. F. J., & Rupert, J. (2017) · European Management Journal · doi:10.1016/j.emj.2017.11.004 · Cited by 55
“Higgs and Rowland (2011) found that framing and creating behavior positively in fl uenced implementation success in more complex and emergent change situations, whereas shaping behavior had a negative in fl uence on implementation success in all change situations, unless this behavior was exerted…”
BackgroundMethodResultInfluentialCommunication Behaviors to Implement Innovations: How Do AEC Teams Communicate in IPD Projects?
Sun, W., Mollaoglu, S., Miller, V. D., & Manata, B. (2015) · Project Management Journal · doi:10.1002/pmj.21478 · Cited by 37
“…inter-organizational team performance (Adler, 1995), the positive relationship between organizational leaders’ supportiveness and team collaboration (Higgs & Rowland, 2011), and the function of Communication Behaviors in Relation to Climate and Values-Fit Constructs The integrated setting of IPD…”
BackgroundLeading for change: line managers’ influence on the outcomes of an occupational health intervention
Lundmark, R., Hasson, H., Schwarz, U. V. T., Hasson, D., & Tafvelin, S. (2017) · Work & Stress · doi:10.1080/02678373.2017.1308446 · Cited by 36
“Similar thoughts have been presented in conjunction with organisational change in general (Higgs & Rowland, 2011) as well as in leadership evaluations in other specific managerial domains, such as safety, health, and the implementation of evidence-based practices (Aarons, Ehrhart, & Farahnak, 2014;…”
BackgroundInfluentialAssessment of employees’ attitudes toward ongoing organizational transformations
Heim, I., & Sardar-Drenda, N. (2020) · Journal of Organizational Change Management · doi:10.1108/jocm-04-2019-0119 · Cited by 40
Interorganizational Projects: Reexamining Innovation Implementation via IPD Cases
Paik, J. E., Miller, V. D., Mollaoglu, S., & Sun, W. (2017) · Journal of Management in Engineering · doi:10.1061/(asce)me.1943-5479.0000524 · Cited by 35
Leading Change – Insights Into How Leaders Actually Approach the Challenge of Complexity
Lawrence, P. (2015) · Journal of Change Management · doi:10.1080/14697017.2015.1021271 · Cited by 48
“In a similar vein, Higgs and Rowland (2011) described three categories of leadership behaviour: shaping, framing change and creating capacity.”
BackgroundManaging Organizational Change through Effective Leadership: A Review from Literature
Zainol, N. Z., Kowang, T. O., Hee, O. C., et al. (2021) · International Journal of Academic Research in Business and Social Sciences · doi:10.6007/ijarbss/v11-i1/8370 · Cited by 30
“Strategic renewal is also seen as a consequence of leadership behaviours that build effective relationships with followers and engage them with the strategic vision and goals through high levels of involvement and participation (Kuipers et al, 2014; Higgs & Rowland, 2011; Bamford & Forrester, 2003).”
BackgroundAmbiguity: the emerging impact of mindfulness for change leaders
Chesley, J. A., & Wylson, A. (2016) · Journal of Change Management · doi:10.1080/14697017.2016.1230334 · Cited by 33
“…and presence are key to a change leader’s ability to successfully lead transformational organizational change (Anderson & Ackerman-Anderson, 2010; Barbezat & Bush, 2013; Caldwell, 2003; Gardner & Moore, 2007; Han & Zhang, 2011; Hart et al., 2013; Higgs & Rowland, 2011; Young & Dulewicz, 2006).”
BackgroundOhemeng, F. L. K., Asiedu, E. A., & Obuobisa‐Darko, T. (2018) · International Journal of Public Sector Management · doi:10.1108/ijpsm-05-2017-0136 · Cited by 25
Change Leader Behavior Inventory
Stilwell, R. A., Pasmore, W. A., & Shon, D. (2016) · The Journal of Applied Behavioral Science · doi:10.1177/0021886316663406 · Cited by 22
“Higgs and Rowland (2011) argue that while there is literature to support the importance of the leader’s role in successful change, the findings do not go much beyond generic descriptions.”
BackgroundInfluentialHiggs, M. J., Kuipers, B. S., & Steijn, B. (2022) · Public Administration · doi:10.1111/padm.12833 · Cited by 34
Self-citationLeading organizational transformation: an action research study
Canterino, F., Cirella, S., & Shani, A. B. R. (2018) · Journal of Managerial Psychology · doi:10.1108/jmp-12-2016-0393 · Cited by 23
“Examples include seeking out structures that help shape a vision of the new organization, spending time and energy on re-designing organizational processes and systems, and creating trust (Higgs and Rowland, 2011).”
BackgroundSetting sail in a storm: leadership in times of cutbacks
Schmidt, E., & Groeneveld, S. M. (2019) · Public Management Review · doi:10.1080/14719037.2019.1668472 · Cited by 20
Iram, T., Bilal, A. R., Khan, R. A., Mehmood, S., & R, H. K. G. (2024) · Kybernetes · doi:10.1108/k-01-2024-0222 · Cited by 18
From successful to sustainable Lean production – the case of a Lean Prize Award Winner
Poksinska, B. B., & Swartling, D. (2018) · Total Quality Management & Business Excellence · doi:10.1080/14783363.2018.1486539 · Cited by 17
“…No. 9, 996–1011, https://doi.org/10.1080/14783363.2018.1486539 alignment with the value system (e.g. Appelbaum, Habashy, Malo, & Shafiq, 2012; Beer & Nohria, 2000; Benson, Kimmel, & Lawler, 2013; Burnes, 2011; Canning & Found, 2015; Higgs & Rowland, 2011; Kettinger & Grover, 1995; Kotter, 1995).”
InfluentialLeadership and change implementation in a Russian context
Levene, F., & Higgs, M. J. (2018) · Journal of General Management · doi:10.1177/0306307018780406 · Cited by 18
“This focus on relational leadership theories is accompanied by arguments that, in today’s context, effective leadership needs to be focused on engaging with followers and achieving high levels of involvement and collaborative working (Higgs and Rowland, 2011; Rowland and Higgs, 2008; Uhl-Bien, 2006).”
BackgroundResultInfluentialSelf-citationIs change all in the mind? A study of leader mindfulness, leader behaviors in implementing change
Higgs, M. J., & Rowland, D. (2022) · Journal of General Management · doi:10.1177/03063070221107130 · Cited by 19
“In reviewing our analyses of leader behaviors, some evidence was found that tended to support the earlier fi ndings of Higgs and Rowland (2011), in that the leader-centric behavior ( Shaping ) tended to be more prevalent in the changes rated as less successful, whilst the more positive behaviors (…”
BackgroundResultInfluentialSelf-citationReflections: Insomnia? Try Counting Leadership Theories
Higgs, M. J. (2022) · Journal of Change Management · doi:10.1080/14697017.2022.2139246 · Cited by 14
“The role of leadership is suggested to be crucial in communicating a vision for change, engaging followers with this vision and creating a shared sense of purpose (Higgs & Rowland, 2005, 2011; Ling et al., 2018).”
BackgroundSelf-citationHa, T. T., & Le, P. B. (2021) · International Journal of Business Administration · doi:10.5430/ijba.v12n2p76 · Cited by 14
Potnuru, R. K. G., Sharma, R., & Sahoo, C. K. (2021) · Business Perspectives and Research · doi:10.1177/22785337211043962 · Cited by 13
Studer Group® ' s evidence-based leadership initiatives
Schuller, K. A., Kash, B. A., & Gamm, L. D. (2015) · Journal of Health Organization and Management · doi:10.1108/jhom-10-2013-0211 · Cited by 13
Wagner, M. E., & Westaby, J. D. (2020) · The Journal of Applied Behavioral Science · doi:10.1177/0021886319896411 · Cited by 14
“Organizational leadership theorists have illustrated the importance of top leadership support in implementing change (Higgs & Rowland, 2011; Liu, Caldwell, Fedor, & Herold, 2012).”
BackgroundIram, T., Malik, H. A., Batool, S., Bano, A., Ng, B., & Bilal, A. R. (2024) · Information Development · doi:10.1177/02666669241291568 · Cited by 19
“Change leadership, which involves guiding planned and necessary changes (Herold et al., 2008; Higgs and Rowland, 2011), plays a crucial role in AI integration.”
Psychological Knowledge Relevant to Leadership in Wildlife Conservation
Black, S. A. (2019) · Open Journal of Leadership · doi:10.4236/ojl.2019.83007 · Cited by 11
“Higgs & Rowland (2011) explored implementation of change, finding that successful leaders stood out as very self-aware and reflective, knowing how to use their presence and behaviour.”
BackgroundInfluentialWijk, H., Heikkilä, K., Ponzer, S., Kihlström, L., & Nordquist, J. (2021) · BMC Medical Education · doi:10.1186/s12909-021-02606-x · Cited by 11
“[18] Higgs and Rowland [19] found that leader-centric behaviours had a negative impact on the success of change in all contexts examined; in contrast group- and systemic-focused behaviours were positively related to success in most contexts.”
BackgroundResultTask-Enabling CEOs: Implications for an Effective Implementation of New Technology
Haber, L., & Carmeli, A. (2019) · IEEE Transactions on Engineering Management · doi:10.1109/tem.2019.2945977 · Cited by 11
“The literature on leadership suggests that leaders exert a significant influence on the organization by initiating and facilitating organization change [63], [98].”
BackgroundDistributed Leadership in Transformation Initiatives: The Emergence of Network Leadership
AlGhanem, N., Braganza, A., & Aldhean, E. (2020) · International Journal of Accounting & Finance Review · doi:10.46281/ijafr.v5i1.524 · Cited by 10
“Leaders’ characteristics can result in better implementation of the transformation initiatives taken by the organization (Higgs & Rowland, 2011).”
BackgroundA Leadership Competence Framework to Support the Development of Conservation Professionals
Black, S. A. (2021) · Open Journal of Leadership · doi:10.4236/ojl.2021.104019 · Cited by 11
“…the relevance of leaders’ vision in communicating direction and inspiring the commitment of others (Kouzes & Posner, 2007), management of change (Higgs & Rowland, 2011; Kouzes & Posner, 2007), improvement of the effectiveness of organisational systems (Deming, 1994; Kilburg & Donohue, 2011;…”
BackgroundPositive Approaches to Organizational Change
Cantore, S. P. (2016) · doi:10.1002/9781118977620.ch16 · Cited by 8
Challenges facing Saudi public sector leaders during change
al., A. E. (2021) · International Journal of ADVANCED AND APPLIED SCIENCES · doi:10.21833/ijaas.2021.12.003 · Cited by 7
“Change is increasingly necessary for today’s dynamic environment, yet change initiatives have a poor success rate (Higgs and Rowland, 2011).”
BackgroundLine managers’ influence on employee usage of a web-based system for occupational health management
Frykman, M., Lundmark, R., Schwarz, U. V. T., Villaume, K., & Hasson, H. (2018) · International Journal of Workplace Health Management · doi:10.1108/ijwhm-12-2017-0104 · Cited by 7
Leadership and Innovative Approaches in Higher Education
Atiku, S. O., & Anane-Simon, R. (2019) · Advances in higher education and professional development book series · doi:10.4018/978-1-7998-1017-9.ch005 · Cited by 7
Hastings, B. J. (2025) · Australian Journal of Management · doi:10.1177/03128962241307347 · Cited by 7
“Furthermore, Higgs and Rowland (2011: 328) found that master (diagnostic and dialogic) was allied with higher success than diagnostic, summarising that ‘approaches to change that operate within a framework that posits change as a complex phenomenon [i.e. Master and Emergent] are more successful…”
InfluentialThe Generative Change Model: Creating the Agile Organization While Dealing With a Complex Problem
Bushe, G. R. (2021) · The Journal of Applied Behavioral Science · doi:10.1177/00218863211038119 · Cited by 6
“…& Trosten-Bloom, 2010), Future Search (Weisbord, 1992), and other Dialogic OD methods (Bushe & Marshak, 2015) as well as descriptions of successful transformational change that are not method specific (e.g., Beer & Nohira, 2000; Higgs & Rowland, 2011; Hoyt et al., 2010; Pascale et al., 2000).”
MethodMashhady, A., Khalili, H., & Sameti, A. (2022) · Leadership & Organization Development Journal · doi:10.1108/lodj-01-2022-0041 · Cited by 5
Schuller, K. A., Kash, B. A., Edwardson, N., & Gamm, L. D. (2013) · Journal of Communications In Healthcare · doi:10.1179/1753807613y.0000000033 · Cited by 5
Getting things done by middle manager
Tsuda, K., & Sato, H. (2020) · Annals of Business Administrative Science · doi:10.7880/abas.0200901a · Cited by 5
“…gets to the point that middle managers are doing so much non-managerial work that they are taking over team members’ jobs, the team 2 See Abe (2019), Higgs and Rowland (2011), Hill, Seo, Kang, and Taylor (2012), and Kosuge and Takahashi (2016) for more on the importance of managers in…”
BackgroundBuilding Information Modelling and offsite construction in civil engineering
Vernikos, V. K., Goodier, C. I., & Gibb, A. (2013) · Loughborough University Institutional Repository (Loughborough University) · Cited by 4
Friedman, Y., & Carmeli, A. (2021) · The Journal of Applied Behavioral Science · doi:10.1177/00218863211023279 · Cited by 6
“However, following recent research on effective change leadership (Higgs & Rowland, 2011; Krummaker & Vogel, 2013), we take a different stance and focus on the CEO’s implementation capacity as an intricate construct, an ability of the CEO involving several important organizational and personal…”
BackgroundDeviana, R. B., & Hendarsjah, H. (2023) · Jurnal Manajemen Bisnis · doi:10.18196/mb.v14i2.17741 · Cited by 4
Artykbayeva, A., & Greiman, V. A. (2023) · Journal of Technical Education and Training · doi:10.30880/jtet.2023.15.03.014 · Cited by 4
Understanding dyadic promoter-stakeholder relations in complex projects
Vos, J. F. J., Boonstra, A., & Achterkamp, M. C. (2022) · International journal of information systems and project management · doi:10.12821/ijispm040401 · Cited by 4
“, focus on either the promoter side [9], or on the other stakeholders in the project [11].”
BackgroundMiddle managers : managing change in a Lao higher education institution
Sackdanouvong, K. (2013) · Unitec Research Bank (Unitec Institute of Technology) · Cited by 4
A Correlational Analysis of Empowerment and Experience with Resistance to Change
Burgess, R. E. (2014) · ScholarWorks (Walden University) · Cited by 4
Krøtel, S. M. L., & Møller, A.-K. L. (2023) · Public Management Review · doi:10.1080/14719037.2023.2283111 · Cited by 3
“The literature on change management emphasizes that change leaders contribute to a successful organizational change (Fernandez and Pitts 2007; Higgs and Rowland 2011; Kotter 1996).”
Purnawan, L. (2025) · RIGGS Journal of Artificial Intelligence and Digital Business · doi:10.31004/riggs.v4i2.1066 · Cited by 3
Tafvelin, S., Nielsen, K. M., Lundmark, R., Schwarz, U. V. T., Abildgaard, J. S., & Hasson, H. (2024) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2024.2412357 · Cited by 4
“Thus, in combination, the design and outline of the training focused on increasing the chances of training transfer (Lacerenza et al., 2017) and increase performance of a successful change leadership (Higgs & Rowland, 2011), across the organizations.”
Managerial influence on attitude formation in organizations: how to manage emergence
van Woensel, P., de Gilder, D., van den Besselaar, P., & Groenewegen, P. (2016) · Computational and Mathematical Organization Theory · doi:10.1007/s10588-016-9239-8 · Cited by 3
Deliberate change without hierarchical influence? The case of collaborative OSS communities
Nørskov, S., Kesting, P., & Ulhøi, J. P. (2017) · International journal of organizational analysis · doi:10.1108/ijoa-08-2016-1050 · Cited by 3
“Strong leaders are also needed to promote change in organisations and create a sense of urgency (Higgs & Rowland, 2011; Yates, 2000).”
BackgroundMultiple Intelligences in Change Leadership: Exploring the Diversity
Palthe, J. (2019) · Management and Organizational Studies · doi:10.5430/mos.v6n1p1 · Cited by 3
“Change leadership theory and research indicates this success is also attributable to the ability of change leaders to facilitate and engage change constituents (Higgs & Rowland, 2011).”
BackgroundChange Leader Behavioral Inventory: Development and Validation of an Assessment Instrument
Stilwell, R. A. (2016) · doi:10.7916/d8sj1knm · Cited by 2
“Previous research suggests that leadership has a significant impact on the success of change (Conner, 1992, 1999; Higgs & Rowland, 2011; Kotter, 1995,1996).”
BackgroundMethodInfluential“Fiat Lux.” Navigating chaos through Sensing Leadership
der Merwe, J. V. (2018) · Stellenbosch Theological Journal · doi:10.17570/stj.2018.v4n2.a33 · Cited by 2
Personal health budgets: a mechanism to encourage service integration?
Welch, E. M., Jones, K., Fox, D., et al. (2022) · Journal of Integrated Care · doi:10.1108/jica-07-2021-0038 · Cited by 2
Cultural Influences on Leadership Styles: A Comparative Analysis of Chinese and Western Approaches
Tang, H. T. (2024) · Journal of Applied Economics and Policy Studies · doi:10.54254/2977-5701/2024.19657 · Cited by 2
Individual Dimensions of Organizational Change: Unleashing Human Potential for Transformation
Yawson, R. M., & Goryunova, E. (2025) · Contributions to management science · doi:10.1007/978-3-031-80422-9_6 · Cited by 2
Education, Empowerment and Communication (EEC) as Drivers of Managing Change
Sharma, R., & Sahoo, C. K. (2014) · Management and Labour Studies · doi:10.1177/0258042x14558183 · Cited by 2
“Thus, this growing body of research warrants dissection under the magnifying glass as 70 per cent of the change programmes fail (Hammer and Champny, 1993; Higgs and Rowland, 2011; Kotter, 1990).”
BackgroundDeveloping Symbiotic Clinical Educators: Using Program Logic to Evaluate a Clinical Education Course
Berryman, C. F., Sweet, L. P., Wearne, S. M., et al. (2013) · Evaluation Journal of Australasia · doi:10.1177/1035719x1301300206 · Cited by 2
Relationships Between Supervisor Behaviour and Subordinates' Work Attitudes: The Role of LMX
Lamoen, V., & Karel, N. (2012) · Research Commons (University of Waikato) · Cited by 2
Corporate Social Responsibility Manager: Job Roles, Challenges, and Individual Competencies
Osagie, E., & Wesselink, R. (2020) · Encyclopedia of the UN sustainable development goals · doi:10.1007/978-3-319-71058-7_38-1 · Cited by 2
Robertsson, A. (2019) · KTH Publication Database DiVA (KTH Royal Institute of Technology) · Cited by 2
Nissen, A. B., & Higgs, M. J. (2026) · FIIB Business Review · doi:10.1177/23197145261426043 · Cited by 1
Self-citationNazir, S., Wang, Q., Shafi, A., Afzal, F., & Nazir, N. (2014) · Journals & Books Hosting (International Knowledge Sharing Platform) · Cited by 1
Enablers That Positively Impact Implementation of Organizational Change
Cheng, L. (2015) · GSTF Journal on Business Review · doi:10.7603/s40706-015-0002-9 · Cited by 1
“Scholars in organizational change have observed the role which consistency plays [30] and recognized the idea of balancing the paradox of continuity and change [31].”
BackgroundThe Outsider Concept and Outsider Leader: A Literature Review
Buckland, P., Higgs, M. J., O’Riordan, C., Kelliher, F., & Flood, P. C. (2019) · Springer eBooks · doi:10.1007/978-3-319-97463-7_2 · Cited by 1
Self-citationCompetitive marketing strategies of churches in Ghana: a theoretical development
Yalley, A. A. (2021) · International Review on Public and Nonprofit Marketing · doi:10.1007/s12208-021-00296-1 · Cited by 1
Integrating the Arts for Leadership Education and Development
Wallrauch, T. E. (2021) · Advances in higher education and professional development book series · doi:10.4018/978-1-7998-8275-6.ch022 · Cited by 1
Cucchi, M. B., & Barcellos, P. F. P. (2019) · Pensamento & Realidade. Revista do Programa de Estudos Pós-Graduados em Administração - FEA · doi:10.23925/2237-4418.2018v33i4p97-122 · Cited by 1
Political Leadership and Management of Civic Services in a Downturn Economy
Williams, P. C. (2015) · ScholarWorks (Walden University) · doi:10.13140/rg.2.1.3633.5845 · Cited by 1
Corporate Social Responsibility Manager: Job Roles, Challenges, and Individual Competencies
Osagie, E., & Wesselink, R. (2020) · Encyclopedia of the UN sustainable development goals · doi:10.1007/978-3-319-95867-5_38 · Cited by 1
Strategic plan for the Harbor City/Harbor Gateway Chamber of Commerce: 2013-2015
Calhoun, J. (2013) · UVic’s Research and Learning Repository (University of Victoria)
Power, E. (2014) · Lenus, The Irish Health Repository (Dr Steevens Hospital Library) · doi:10.25419/rcsi.10812551
Corporatisation in the telecommunication industry : a case study from Brunei Darussalam
Metussin, H. D. H. (2012) · ePrints Soton (University of Southampton)
Effect of Institutional Culture in Strategy Implementation in Higher Education Institutions in Kenya
Chiuri, B. W., Gakure, R. W., Waititu, G. A., et al. (2015)
Chiuri, B. W., Gakure, R. W., Waititu, G. A., et al. (2015)
Metadata
- 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
- 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
- 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
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