What does it take to implement change successfully? A study of the behavior of successful change leaders
What does it take to implement change successfully? A study of the behavior of successful change leaders
This article seeks to explore the impact of leaders’ behaviors on the successful implementation of change. A qualitative empirical study of change leader behaviors based on interviews with leaders from 33 organizations is presented. Analyses of the data indicated that leader-centric behaviors have an adverse impact on change implementation. In contrast, behaviors that may be described as being more facilitating and engaging are positively related to change success. Four critical behavior sets are identified. It was evident that leaders who experienced the highest levels of success deployed all four of the behavior sets and minimal presence of leader-centric behaviors. The study findings provide support for some of the recent research into change leadership. However, they provide a more detailed picture of the nature of behaviors associated with successful change implementation. The article concludes with a brief discussion of limitations and areas for further research
309-335
Higgs, Malcolm
bd61667f-4b7c-4caf-9d79-aee907c03ae3
Rowland, Deborah
b0a90189-ac22-4fff-9695-f850b04e679a
April 2011
Higgs, Malcolm
bd61667f-4b7c-4caf-9d79-aee907c03ae3
Rowland, Deborah
b0a90189-ac22-4fff-9695-f850b04e679a
Higgs, Malcolm and Rowland, Deborah
(2011)
What does it take to implement change successfully? A study of the behavior of successful change leaders.
Journal of Applied Behavioural Science, 47 (3), .
(doi:10.1177/0021886311404556).
Abstract
This article seeks to explore the impact of leaders’ behaviors on the successful implementation of change. A qualitative empirical study of change leader behaviors based on interviews with leaders from 33 organizations is presented. Analyses of the data indicated that leader-centric behaviors have an adverse impact on change implementation. In contrast, behaviors that may be described as being more facilitating and engaging are positively related to change success. Four critical behavior sets are identified. It was evident that leaders who experienced the highest levels of success deployed all four of the behavior sets and minimal presence of leader-centric behaviors. The study findings provide support for some of the recent research into change leadership. However, they provide a more detailed picture of the nature of behaviors associated with successful change implementation. The article concludes with a brief discussion of limitations and areas for further research
This record has no associated files available for download.
More information
Published date: April 2011
Organisations:
Management
Identifiers
Local EPrints ID: 183693
URI: http://eprints.soton.ac.uk/id/eprint/183693
ISSN: 0021-8863
PURE UUID: 90e33ff5-9952-4c5f-af7b-8c552fd2c8d4
Catalogue record
Date deposited: 04 May 2011 08:24
Last modified: 15 Mar 2024 03:30
Export record
Altmetrics
Contributors
Author:
Deborah Rowland
Download statistics
Downloads from ePrints over the past year. Other digital versions may also be available to download e.g. from the publisher's website.
View more statistics
