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Self‐regulation, strategic leadership and paradox in organizational change

Amy Taylor‐Bianco (College of Business, Ohio University, Athens, Ohio, USA)
John Schermerhorn Jr (College of Business, Ohio University, Athens, Ohio, USA)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 1 July 2006




The purpose of this paper is to present a dispositional model using self‐regulation as a foundation for the strategic leadership of organizational change.


This paper reviews the self‐regulation literature and regulatory‐focus theory in particular, and integrates this literature within the strategic leadership and organizational change literatures to present a dispositional model with propositions about the relationships between these literatures.


Strategic leadership of organizational change should allow for co‐existent states of both continuity and change. Leadership teams should include a mix of individuals with promotion and prevention foci of self‐regulation and should provide for a regulatory fit that cascades throughout the organization.

Practical implications

Leaders should increase their self‐awareness of promotion and prevention styles of self‐regulation and rely on a mix of individuals that increase the chances of valuing and enhancing both continuity and change in their organizations.


This paper integrates the self‐regulation literature and concepts into discussion and theoretical development in the area of leadership and organizational change.



Taylor‐Bianco, A. and Schermerhorn, J. (2006), "Self‐regulation, strategic leadership and paradox in organizational change", Journal of Organizational Change Management, Vol. 19 No. 4, pp. 457-470.



Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

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