- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
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.
6.1. Theoretical and practical contributions
This article has explored and examined the question of how and under what conditions leaders, as change agents, can balance or combine autonomy and power in leading organizational change. The empirical evidence obtained to provide new insights regarding this question was gathered from semi-structured interviews conducted with a select group of “successful” change agents who had been active in discussions about organizational change and leading change.
The findings from the field study tell a simple story. The story is one that pictures change agents as trying to pursue autonomy and power simultaneously in leading change. Within this short story, however, there is a fundamental leadership dilemma. The change agents needed both autonomy and power. Each was essential to the other, but each could also be the enemy of the other. This finding introduced critical but underexplored dilemmas associated with balancing autonomy and power.