The Leadership of Organization Change: A View from Recent Empirical Evidence

Abstract

It has generally been assumed that effective leadership is a key to successful change. But, as some authors have noted, there is a dearth of empirical research regarding the impact of leadership on organization change. In this chapter, we review the empirical evidence from the past 20 years in an attempt to determine the impact of leadership on the conduct and outcomes of organizational change. Our conclusions indicate that the leadership of change is more complex than envisioned, involving multiple forms of leadership engaged in different approaches, behaviors, and activities, only some of which are effective.

Citation

Ford, J.D. and Ford, L.W. (2012), "The Leadership of Organization Change: A View from Recent Empirical Evidence", (Rami) Shani, A.B., Pasmore, W.A. and Woodman, R.W. (Ed.) Research in Organizational Change and Development (Research in Organizational Change and Development, Vol. 20), Emerald Group Publishing Limited, Leeds, pp. 1-36. https://doi.org/10.1108/S0897-3016(2012)0000020004