TY  - JOUR
AB  - Purpose–This paper aims to claim that most people are control freaks and explain how they can be encouraged to accept change.Design/methodology/approach–The paper puts forward a five‐step plan to help to create genuine change in an organization.Findings–The paper describes the five stages as: uncertainty; denial; negotiation; reflection; and action.Practical implications–The paper advances the view that the job of the leader is to move people through these five stages as fast as possible; arguably the definition of leadership is to get people through these stages quicker than on their own.Social implications–This paper highlights, at a time when organizational change is the norm, a way in which managers can encourage their people to accept and embrace this change.Originality/value–The paper reveals that authentic leadership means creating an emotional journey towards an inspirational vision of the future – creating a compelling mission or purpose – and then communicating this effectively.
VL  - 19
IS  - 6
SN  - 0967-0734
DO  - 10.1108/09670731111163428
UR  - https://doi.org/10.1108/09670731111163428
AU  - Chick Gareth
PY  - 2011
Y1  - 2011/01/01
TI  - Employee engagement for control freaks
T2  - Human Resource Management International Digest
PB  - Emerald Group Publishing Limited
SP  - 3
EP  - 6
Y2  - 2024/04/19
ER  -