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 ISBN

Abstract

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
PublisherBAM
Pages0-0
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 Sep 201411 Sep 2014
https://www.bam.ac.uk/civicrm/event/info?id=1971&reset=1

Conference

ConferenceBAM 2014
CountryUnited Kingdom
CityBelfast
Period9/09/1411/09/14
Internet address

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  • Cite this

    Hughes, M. (2014). Leadership and organizational change: Practitioner anecdotes and academic indifference. In BAM2014 Conference Proceedings (pp. 0-0). London, UK: BAM.