دانلود رایگان مقاله درک ایجاد توازن بین استقلال و قدرت ممکن منجربه تغییر سازمانی پیشرو

ABSTRACT

Leading organizational change involves many leadership skills. The literature indicates that there is one basic underlying skill: the ability to form and use judgment that is informed by analysis and experience. The literature also indicates that constructing and implementing good judgment from analysis and experience requires discretion in terms of autonomy and power. However, the findings from a field study of leaders with strong reputations as change agents demonstrated that it was difficult for change agents to have both autonomy and power. This result introduces critical but underexplored dilemmas associated with balancing autonomy and power in leading change. This article argues that balancing might occur when change agents have learned to understand and handle the dilemmas, and it describes enabling conditions for this learning. Furthermore, a future research agenda is indicated.

5. Discussion: enabling conditions for the change agents' learning

The findings suggest two enabling conditions for the changes agents' learning from experience. The first was the pleasures of the change processes, and the second was the change agents’ positive reputations. The change agents’ espoused theory regarding bases and motivation for leading change emphasized a consequential logic. When the change agents described what really happened in leading organizational change, however, they focused on the pleasure, satisfaction, and meaning they gained from acting and interacting in change processes rather than on the outcomes, as follows: “What motivates me in leading change is the excitement of creativity, the excitement of making decisions and having in- fluence, the excitement of risk, the joy of solving conflicts, the joy of involvement, and the joy of commitment.” “Motivation arises from a feeling that I am capable of getting things moving.”