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Leadership of a cultural change process

Ian Brooks (Principal Lecturer, Faculty of Management and Business, Nene College, Northampton, UK)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 1 September 1996

5949

Abstract

Explores the successful role of leadership in initiating and sustaining a major process of change. The findings build on the work of others who have so ably demonstrated the influence of powerful leaders. Research is based on qualitative data from an ethnographic study which immersed itself in the minutiae of organizational life. Outlines the processes that have unfolded in the wider context of NHS change. Discusses the findings and debates supporting evidence. The resultant model of change indicates that successful leadership of cultural change requires leaders to think culturally, to be guided by a cognitive model of change and to employ the cultural tools of symbolism while actively focusing on the politics of acceptance. Hard systems and structural changes can be implemented in parallel with soft symbolic and political activity. A highly receptive context, either real or created, assists by providing a trigger for change.

Keywords

Citation

Brooks, I. (1996), "Leadership of a cultural change process", Leadership & Organization Development Journal, Vol. 17 No. 5, pp. 31-37. https://doi.org/10.1108/01437739610127496

Publisher

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MCB UP Ltd

Copyright © 1996, MCB UP Limited

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