Leadership and organizational change: Practitioner anecdotes and academic indifference

Mark Hughes

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


In Leadership, Burns (1978) highlighted the intellectual mediocrity of leadership studies and encouraged interest in the transformational capacity of leadership. Independently theories and practices of leadership and organizational change have subsequently advanced. However, theorizing relationships between leadership and organizational change has been surprisingly disappointing. This paper based upon an ongoing critical literature review of the last 35 years of leadership and organizational change, features meta-level explanations and ranks the most cited publications since 1978. Competing explanations for the lack of progress are discussed with conclusions framed in terms of the International Journal of Management Reviews key literature review principles.
Original languageEnglish
Title of host publicationBAM2014 Conference Proceedings
Place of PublicationLondon, UK
Number of pages1
Publication statusPublished - 1 Oct 2014
EventBAM 2014: The role of the business school in supporting economic and social development - Belfast Waterfront, Belfast, United Kingdom
Duration: 9 Sept 201411 Sept 2014


ConferenceBAM 2014
Country/TerritoryUnited Kingdom
Internet address


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