Leadership behaviours that foster organisational identification during change
Journal of Organizational Change Management
ISSN: 0953-4814
Article publication date: 14 December 2020
Issue publication date: 30 March 2021
Abstract
Purpose
To better understand how leadership behaviours are operationalised to foster organisational identification during change, to maximise the success of change initiatives.
Design/methodology/approach
Utilising the Delphi Technique, 15 Australian senior leaders and leadership subject matter experts were canvassed regarding their opinions on the role of leadership in nurturing organisational identification during change. Their perspectives on a preliminary leadership competency framework developed in an earlier research phase were also obtained.
Findings
Organisational identification was considered an important organisational construct that can yield a range of positive outcomes – including when guiding organisations (and their members) through change. However, organisational identification currently appears to be more of an academic term than a concept employed in leadership practice. Four key themes emerged regarding the leadership behaviours deemed most effective when encouraging organisational identification during change: (1) effective communication, (2) focus on relationships, (3) stewardship of the organisation and the change it is undertaking, and (4) management of self. The refined leadership competency framework consisted of 12 competencies within four competency domains: (1) Leadership and governance in organisational change, (2) Relationship management and communication skills, (3) Management of people, organisational systems and processes and (4) Personal characteristics and capabilities.
Originality/value
The study outlines a range of specific and observable leadership competencies and behaviours that can be employed to foster organisational identification during change. The findings should be of interest to organisations examining identity processes in response to business disruptions, including ensuring their members retain a sense of connection to the organisation during times of uncertainty and altered work practices.
Keywords
Citation
Aitken, K. and von Treuer, K. (2021), "Leadership behaviours that foster organisational identification during change", Journal of Organizational Change Management, Vol. 34 No. 2, pp. 311-326. https://doi.org/10.1108/JOCM-01-2020-0029
Publisher
:Emerald Publishing Limited
Copyright © 2020, Emerald Publishing Limited