دانلود رایگان مقاله انگلیسی رهبری تحول سازمانی - نشریه امرالد

Abstract

Purpose – The purpose of this paper is to address a specific gap in the literature that centers on individual perspective of leadership within the context of organizational transformation. It explores synergies between leadership, analyzed as a combination of individual and plural perspectives, and managerial drivers relating to organizational transformation (communicating, mobilizing, and evaluating). Design/methodology/approach – The study examines a complex organizational transformation initiative faced by an Italian, family-owned fashion design company through an action research project. Findings – The results illustrate that context may play a role in accelerating the implementation of plural forms of leadership and their effectiveness during some phases of transformation. Specific emerging manifestations of leadership and synergies with transformation drivers are identified. Research limitations/implications – This is a single case study derived from an action research project. Although the approach is congruent with the nature of the phenomenon and the purpose of the study, it does not aim for generalizability, and as such further empirical investigation is advocated. Originality/value – The paper offers an original perspective on leadership of organizational transformation, discussing in particular the co-existence of individual and plural leadership and the role of context.

Conclusions

Understanding and leading organizational transformation continues to present challenges to scholars and practitioners alike. This study focused on exploring the role of context in shaping the interplay between individual and plural leadership in the adoption of different transformation drivers during different phases of an organizational transformation. The action research study reveals the emergence of three recurrent manifestations of leadership, in terms of leadership behaviors associated with transformation drivers. In terms of implications for practice, the findings show that leaders should adopt both individual and plural leadership orientations when leading organizational transformation. This study offers a possible practical “guideline” for leaders to follow in order to identify effective leadership practices for different activities and phases during organizational transformation, with particular reference to family businesses.