How did Bernard Bass and John Kotter frame transformational leadership and leading change?

Mark Hughes

Research output: Chapter in Book/Conference proceeding with ISSN or ISBNConference contribution with ISSN or ISBNpeer-review


Leadership is realized when one or more individual successfully frames and defines the reality for others (Smircich and Morgan, 1982). Today, there is an extensive social construction of leadership literature which emphasizes leadership as a co-constructed reality (Fairhurst and Grant, 2010). Frame analysis offers an alternative lens to view leadership development, in this instance specifically with regards to transformational leadership and leading change. Gail Fairhurst’s (Fairhurst and Sarr, 1996; Fairhurst, 2011) practically orientated books on framing leadership provide a framework for analysing two practitioner orientated accounts of leadership; Leadership and Performance Beyond Expectations (Bass, 1985) and Leading Change (Kotter, 1996). In concluding, firstly leadership writers co-construct realities of transformational leadership and leading change. Secondly, there are potential practical benefits for leadership development of such intangible framing processes. Thirdly, potential leadership development framing must recognise the ethics of framing.
Original languageEnglish
Title of host publication7th Developing Leadership Capacity Conference
Place of PublicationHenley Business School
PublisherDeveloping Leadership Capacity conference
Number of pages21
Publication statusPublished - 15 Jul 2015
Event7th Developing Leadership Capacity Conference - Henley Business School, 15-16 July 2015
Duration: 15 Jul 2015 → …


Conference7th Developing Leadership Capacity Conference
Period15/07/15 → …


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