ORGANISATIONAL CHANGE

Organisational Change

Abstract

The role that organisational leaders have in change and as agency is simultaneously clear and complex. Organisational leaders—executive-level decision makers and CEOs—are often those in the best position to sense the effectiveness of current strategic plans, the viability of current strategic objectives, and environmental conditions pertaining to acquiring organisational intelligence and competition. In this sense, they are the agents that know what is to be done and how to do it, and thus, they tell others what to do. The success of change initiatives is generally attributable to visible executive sponsorship of change including procuring adequate resources for the change, when executive sponsorship is coupled with management and when employees are informed about how to support the change. The failure of change is generally attributable to ineffective or conflicting leadership, unclear goals, and ineffective planning.

Table of Content

Abstract2

CHAPTER-I: INTRODUCTION4

Problem Statement6

Objectives of the Study6

Significance of the Study6

CHAPTER-II: LITERATURE REVIEW8

Organisational Leaders as Change Agents8

Formal Authority9

Time10

The Wet Work11

Organisational Manager as Change Agent: A Performing Role11

Leadership and Emotional Intelligence13

Visionary Leadership and Leadership Performance18

What is The Effect That Leaders Have With respect To Affecting a Successful Organizational Change Initiative?23

CHAPTER-III: METHODOLOGY28

Participants, Sample Organisations, and Procedures28

Sample Organisations28

Procedures30

Measures31

Leader Emotional Expressivity31

Visionary Leadership32

Organisational Change Magnitude33

Control Variables34

CHAPTER-IV: ANALYSIS, RESULT AND DISCUSSION35

Level of Analysis35

Results36

Hypothesis Testing37

Emotional Expressivity and Leadership Behaviour37

Visionary Leadership and Organisational Change38

Discussion40

CHAPTER-V: CONCLUSION46

Limitations and Future Research48

REFERENCES53

APPENDICES62

CHAPTER-I: INTRODUCTION

Organisational change refers to both the process by which organisations alter their structure, strategy, technology, culture, or systems and the outcomes of that process. Organisational change can be continuous or episodic, reflecting ongoing organisational dynamics as well as planned and emergent forms of discontinuous change.

Aldrich & Ruef, (2006) mention the study of organisational change is interdisciplinary, bringing together psychological, sociological, political, economic, and managerial perspectives on organisations. No one comprehensive theory of organisational change exists, and alternative theories focus on individual, group, organisational, interorganisational, and environmental determinants and consequences of stability and change in organisations. Many of the theories of change have been developed independently of each other, with only limited attempts to integrate across perspectives or to resolve theoretical and empirical contradictions across perspectives. Although the study of organisational change often has a bias that change is a positive and desired outcome for organisations, research during the past two decades has given increased attention to evaluating both the positive and the negative consequences of organisational change, both for the performance and survivability of organisations and, to a lesser extent, for the social, political, and economic status of organisation members.

The past decade of leadership theory and research has provided considerable support for the effectiveness of transformational and charismatic leadership in organisations. The focus of such leadership models centers on the leader's creation, communication, and implementation of a vision, defined here as a highly desirable and vivid future organisational state that motivates followers (Larwood and Falbe, 1995; Strange and Mumford, 2002; Berson et al., 2001). Indeed, most current leadership scholars argue that exemplary leaders are described by their followers as visionary and inspirational (Rafferty and Griffin, 2004; Bass and Avolio, 1994; Conger, 1999), while recent empirical ...