Leadership competencies for implementing planned organizational change
Leadership competencies for implementing planned organizational change
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DOI：
10.1016/j.leaqua.2010.03.007
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发表时间：
2010-06-01
影响因子：
7.5
通讯作者：
Alexander, Jeffrey A.
中科院分区：
文献类型：
--
作者：
Battilana, Julie;Gilmartin, Mattia;Alexander, Jeffrey A.
本文通过探索管理者的领导能力(即他们在以人为本和以任务为导向的行为方面的有效性)和他们强调计划中的组织变革实施中涉及的不同活动(即沟通变革需求、动员他人支持变革和评估变革实施)之间的关系，探讨了领导力和组织变革文献之间的关系。我们使用2003年至2004年期间实施变革项目的英国国家卫生服务中心的临床管理人员的数据来检验这种关系。我们的研究结果总体上支持提出的理论。这一发现表明，将计划中的组织变革视为一种普遍现象，可能会掩盖与变革实施过程中涉及的不同活动相关的重要特质，以及领导能力在这些活动的执行中可能发挥的独特功能。(C)2010 Elsevier Inc.版权所有
This paper bridges the leadership and organizational change literatures by exploring the relationship between managers' leadership competencies (namely, their effectiveness at person-oriented and task-oriented behaviors) and the likelihood that they will emphasize the different activities involved in planned organizational change implementation (namely, communicating the need for change, mobilizing others to support the change, and evaluating the change implementation) We examine this relationship using data from 89 clinical managers at the United Kingdom National Health Service who implemented change projects between 2003 and 2004. Our results lend overall support to the proposed theory This finding suggests that treating planned organizational change as a generic phenomenon might mask important idiosyncrasies associated both with the different activities involved in the change implementation process and with the unique functions that leadership competencies might play in the execution of these activities. (C) 2010 Elsevier Inc All rights reserved