A Grounded Theory Investigation of Change Leadership During Turbulent Times

The literature on change leadership implies that leaders have a responsibility to steer organization through a course of change by providing direction and support.

In other words, although change leadership is required, it is important to consider how it is accomplished during times of corporate turbulence, when aspirations of leaders and shareholders are high, but expectation from management and employees are often low.

Change leadership cannot be interpreted without reference to the contact.

The amount of significant, often traumatic, change in organization has grown tremendously over the last few decades (Kotter, 1996). We are living in a time of unprecedented change (Drucker, 1995) and all organization must adapt to it. The competitive environment is changing rapidly due to globalization, emerging technologies, degradation of workforce preparedness, and financial pressures that are forcing massive cost-cutting and downsizing (Sullivan & Harper, 1997).

Although global corporate transformation is a requirement for survival for many companies, the transformative results are not only mixed, but also difficult to achieve (Schoonover, 1968).

The purpose of this study was to investigate change leadership as it occurs to incumbent leaders in a multinational company in turbulent times.

Glossary of Terms Term Turbulence Definition The degree to which change causes an ongoing destabilizing condition in the organization that requires new mindsets for the individuals involved. The ability to instill in ones self and ones followers a sense of purpose by placing an premium on latitude, loyalty, and continuity. The capacity to have decision authority that fits with the company direction so that decisions are not compromised. A rational and emotional commitment that drives discretionary effort and intent to stay based on inclusion and values congruence. The degree to which an organization can be sustained and continued into the future based on its reputation and capability to deliver value. An individuals state of mind when he/she believes that staying with the organization is in his/her best self-integrated and that going above and be yond will result in additional emotional, financial, and/or social gains. The extent to which an individual feels his/her input, opinion, or presence is sought out, valued, and accepted or acted upon by the organization. The extent to which an individual perceives that the values of the organization match his/her personal values.

Change Leadership Latitude Loyalty Continuity Engagement

Inclusion

Values Congruence

Transformational Leadership Theory Burns hypothesized that transformational leaders transform their followers by engaging them in a relationship of mutual leadership, techniques whereby followers become leaders as well (Burn, 1978)

Transformational leaders are known to have subordinates who report greater satisfaction, develop higher-performing work groups, and receive higher ratings of effectiveness and performance. Typically, these leaders inspire followers to do more than originally was expected by broadening and elevating the interest of followers in the groups purpose and mission and b y motivating followers to go beyond their selfinterests. Transformational leaders integrate creative insight, influence, motivation, and individualized considerations of others to align organizational strategy into the culture of the organization.

Basss Multifactor Leadership Questionnaire (MLQ) are: idealized influence, inspirational motivation, intellectual stimulation, an individualized consideration.

They found four common traits or areas of competence, shared by all 90 leaders: management of attention, management of meaning, management of trust, and management of self. They also identified four strategies for change: attention through vision, meaning through communication, trust through positioning, and the deployment of self (Bennis & Nanus, 1985).

Organization Culture and Readiness for Change Hersey maintain that notions of organizational readiness have received insufficient attention in the field of organizational change and transformation (Hersey et al., 1977).