Leadership competencies for implementing planned organizational change

Julie Battilana; Mattia Gilmartin; Metin Sengul; Anne Claire Pache; Jeffrey A. Alexander

doi:10.1016/j.leaqua.2010.03.007

Leadership competencies for implementing planned organizational change

Julie Battilana, Mattia Gilmartin, Metin Sengul, Anne Claire Pache, Jeffrey A. Alexander

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Abstract

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.

Original language	English (US)
Pages (from-to)	422-438
Number of pages	17
Journal	Leadership Quarterly
Volume	21
Issue number	3
DOIs	https://doi.org/10.1016/j.leaqua.2010.03.007
State	Published - Jun 2010

Keywords

Change agent
Change process
Leadership competencies
Organizational change

ASJC Scopus subject areas

Business and International Management
Sociology and Political Science
Applied Psychology
Organizational Behavior and Human Resource Management

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10.1016/j.leaqua.2010.03.007

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@article{078d515f3715433789758dfb8d8d3909,

title = "Leadership competencies for implementing planned organizational change",

abstract = "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.",

keywords = "Change agent, Change process, Leadership competencies, Organizational change",

author = "Julie Battilana and Mattia Gilmartin and Metin Sengul and Pache, {Anne Claire} and Alexander, {Jeffrey A.}",

note = "Funding Information: We are especially grateful to Mike Beer, Tom D'Aunno, Herminia Ibarra, Nitin Nohria, Scott Snook and Mike Tushman who read and gave feedback on different versions of this manuscript. For excellent assistance in assembling data, we thank Peter Bracken and Tal Levy. We are grateful to the INSEAD Healthcare Management Initiative for financial support of this research.",

year = "2010",

month = jun,

doi = "10.1016/j.leaqua.2010.03.007",

language = "English (US)",

volume = "21",

pages = "422--438",

journal = "Leadership Quarterly",

issn = "1048-9843",

publisher = "Elsevier Inc.",

number = "3",

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TY - JOUR

T1 - Leadership competencies for implementing planned organizational change

AU - Battilana, Julie

AU - Gilmartin, Mattia

AU - Sengul, Metin

AU - Pache, Anne Claire

AU - Alexander, Jeffrey A.

N1 - Funding Information: We are especially grateful to Mike Beer, Tom D'Aunno, Herminia Ibarra, Nitin Nohria, Scott Snook and Mike Tushman who read and gave feedback on different versions of this manuscript. For excellent assistance in assembling data, we thank Peter Bracken and Tal Levy. We are grateful to the INSEAD Healthcare Management Initiative for financial support of this research.

PY - 2010/6

Y1 - 2010/6

N2 - 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.

AB - 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.

KW - Change agent

KW - Change process

KW - Leadership competencies

KW - Organizational change

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U2 - 10.1016/j.leaqua.2010.03.007

DO - 10.1016/j.leaqua.2010.03.007

M3 - Article

AN - SCOPUS:77953683249

SN - 1048-9843

VL - 21

SP - 422

EP - 438

JO - Leadership Quarterly

JF - Leadership Quarterly

IS - 3

ER -

Leadership competencies for implementing planned organizational change

Abstract

Keywords

ASJC Scopus subject areas

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