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Title Leadership as a driver for organizational change
Authors Shvindina, Hanna Oleksandrivna  
Keywords transformational leadership
transactional leadership
organizational change
organizational development
network leadership
change forces
трансформаційне лідерство
транзакційне лідерство
організаційні зміни
організаційний розвиток
мережеве лідерство
зміна сил
трансформационное лидерство
транзакционное лидерство
организационные изменения
организационное развитие
сетевое лидерство
изменение силы
Type Article
Date of Issue 2017
URI http://essuir.sumdu.edu.ua/handle/123456789/61653
Publisher Sumy State University
License
Citation Shvindina, H. (2017). Leadership as a driver for organizational change. Business Ethics and Leadership, 1(1), 74-82. Doi: 10.21272/bel.2017.1-09
Abstract The paper aims to review the dominating literature and recent findings on leadership phenomenon and its role in organizational change. The studies in sphere of strategic management, organizational theories and social development theories were analyzed to reveal the main features of the leadership. A four-element model for leadership change is proposed, mostly based on the mediating role of transformational leader. The change forces are presented as a combination of transformational leader, the change agents, the change operators and the environment (including endogenous and exogenous factors). As an alternative for competition between transformational leaders and transactional leaders, this paper introduces the network leadership, more beneficial in terms of rapid organizational transformation.
Appears in Collections: Business Ethics and Leadership (BEL)

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