Leading organizational transformation: an action research study

Abstract

Purpose

The purpose of this paper is to address a specific gap in the literature that centers on individual perspective of leadership within the context of organizational transformation. It explores synergies between leadership, analyzed as a combination of individual and plural perspectives, and managerial drivers relating to organizational transformation (communicating, mobilizing, and evaluating).

Design/methodology/approach

The study examines a complex organizational transformation initiative faced by an Italian, family-owned fashion design company through an action research project.

Findings

The results illustrate that context may play a role in accelerating the implementation of plural forms of leadership and their effectiveness during some phases of transformation. Specific emerging manifestations of leadership and synergies with transformation drivers are identified.

Research limitations/implications

This is a single case study derived from an action research project. Although the approach is congruent with the nature of the phenomenon and the purpose of the study, it does not aim for generalizability, and as such further empirical investigation is advocated.

Originality/value

The paper offers an original perspective on leadership of organizational transformation, discussing in particular the co-existence of individual and plural leadership and the role of context.

Citation

Canterino, F., Cirella, S. and Shani, A.B.(R). (2018), "Leading organizational transformation: an action research study", Journal of Managerial Psychology, Vol. 33 No. 1, pp. 15-28. https://doi.org/10.1108/JMP-12-2016-0393