Self‐regulation, strategic leadership and paradox in organizational change
Abstract
Purpose
The purpose of this paper is to present a dispositional model using self‐regulation as a foundation for the strategic leadership of organizational change.
Design/methodology/approach
This paper reviews the self‐regulation literature and regulatory‐focus theory in particular, and integrates this literature within the strategic leadership and organizational change literatures to present a dispositional model with propositions about the relationships between these literatures.
Findings
Strategic leadership of organizational change should allow for co‐existent states of both continuity and change. Leadership teams should include a mix of individuals with promotion and prevention foci of self‐regulation and should provide for a regulatory fit that cascades throughout the organization.
Practical implications
Leaders should increase their self‐awareness of promotion and prevention styles of self‐regulation and rely on a mix of individuals that increase the chances of valuing and enhancing both continuity and change in their organizations.
Originality/value
This paper integrates the self‐regulation literature and concepts into discussion and theoretical development in the area of leadership and organizational change.
Keywords
Citation
Taylor‐Bianco, A. and Schermerhorn, J. (2006), "Self‐regulation, strategic leadership and paradox in organizational change", Journal of Organizational Change Management, Vol. 19 No. 4, pp. 457-470. https://doi.org/10.1108/09534810610676662
Publisher
:Emerald Group Publishing Limited
Copyright © 2006, Emerald Group Publishing Limited