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Change leadership that works: the role of positive psychology

Higgs, M. and Rowland, D. (2008) Change leadership that works: the role of positive psychology Organisations and People, 15, (2), pp. 12-20.

Record type: Article

Abstract

Purpose: to identify those leadership behaviours associated with effective change management.
Design/methodology/approach: draws on a number of studies that involved leaders within organizations providing stories relating to change situations. Analyses the 110 stories to discover the overall approach to change adopted and the leadership behaviours that were exhibited. Puts forward how the findings pointed to how change approaches which adopted a linear, sequential approach tended to fail while those that recognized change as a complex responsive process were often successful. Outlines how the studies pointed to the need for change managers to recognize the importance of 'doing change with' people rather than 'doing change to' people. Identifies three cores sets of leadership behaviours and analyses the impact on change processes of four sets of 'changing leadership' practices. Outlines those practices which marked out successful change leaders; looks at the affect on change approaches, leadership behaviours and practices of positive psychology emotions.
Originality/value: explores how leadership behaviours can affect the outcome of change processes.

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More information

Published date: May 2008
Keywords: change management, individual psychology, leadership, organizational change

Identifiers

Local EPrints ID: 63017
URI: http://eprints.soton.ac.uk/id/eprint/63017
PURE UUID: 5a23be9c-3986-4442-841f-c16cfed337e1

Catalogue record

Date deposited: 19 Sep 2008
Last modified: 17 Jul 2017 14:19

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Contributors

Author: M. Higgs
Author: D. Rowland

University divisions

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