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Transformational leadership in the context of organizational change

Regina Eisenbach (College of Business Administration, California State University, San Marcos, USA)
Kathleen Watson (College of Business Administration, California State University, San Marcos, USA)
Rajnandini Pillai (College of Business Administration, California State University, San Marcos, USA)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 1 April 1999

Abstract

The importance of leadership to the change management process is underscored by the fact that change, by definition, requires creating a new system and then institutionalizing the new approaches. While change management depends on leadership to be enacted, to date there has been little integration of these two bodies of literature. Thus, the purpose of this article is to draw parallels between the change literature and the leadership literature; specifically, the transformational leadership literature that is primarily concerned with the capabilities required to enact change successfully. This is done by describing areas of convergence between the two literatures that point to the appropriateness of transformational leadership in enacting change. Finally, the papers in the special issue are previewed by identifying their underlying themes.

Keywords

Citation

Eisenbach, R., Watson, K. and Pillai, R. (1999), "Transformational leadership in the context of organizational change", Journal of Organizational Change Management, Vol. 12 No. 2, pp. 80-89. https://doi.org/10.1108/09534819910263631

Publisher

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MCB UP Ltd

Copyright © 1999, MCB UP Limited