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Leading change and Plato

Vasileios Georgiadis (Management Science and Technology, International Hellenic University, Kavala, Greece)
Lazaros Sarigiannidis (Management Science and Technology, International Hellenic University, Kavala, Greece)
Georgios Theriou (Management Science and Technology, International Hellenic University, Kavala, Greece)

International Journal of Organization Theory & Behavior

ISSN: 1093-4537

Article publication date: 12 March 2021

Issue publication date: 15 June 2021




This paper aims at identifying critical components of leading change through relations of relevance with platonic philosophy. During this process, well-known aspects of change leadership are detected, but interpreted differently. Based on this relevance, a seven-stage tripartite model is proposed, in order to facilitate change implementation in the business world.


Contemporary trends in leading change are reviewed and enriched with platonic insights. A synthetic analysis is attempted, in which philosopher stochasticity and discernment validates modern synergetic and anthropocentric approaches to the field of change leadership, featuring key behavioral and perceptual characteristics, emerging during change process.


As the process of change is highly dependent on human behavior, Plato grants an enriched approach of its origins and causal causes. Therefore, key change factors are not only discussed in the light of his worldview, but also upgraded through the distillation of applicable ideas, summarized in the proposed three phase model.

Practical implications

The proposed tripartite model of leading change can function as a powerful guide of designing and successfully implement organizational change.


The screening of specific insights from platonic works in leading change conveys an alternative, more “poetic”, yet effectively flexible attitude endorsed and incorporated into a potentially applicable model.



Georgiadis, V., Sarigiannidis, L. and Theriou, G. (2021), "Leading change and Plato", International Journal of Organization Theory & Behavior, Vol. 24 No. 2, pp. 146-170.



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