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Appears in Collections:Management, Work and Organisation Journal Articles
Peer Review Status: Refereed
Title: Reimagining Organisational Change Leadership (Forthcoming)
Authors: Burnes, Bernard
Hughes, Mark
By, Rune Todnem
Contact Email:
Keywords: Leadership
Utilitarian consequentialist approach
Kurt Lewin
James M. Burns
Organisational change
Issue Date: 2016
Publisher: SAGE Publications
Citation: Burnes B, Hughes M & By RT Reimagining Organisational Change Leadership (Forthcoming), Leadership.
Abstract: Reimagining organisational change leadership orthodoxy requires revisiting theseminal work of Kurt Lewin and James M. Burns. Being the 20thcentury mostinfluential organisational change and leadership scholars, both radicallyreimagined their respective fields. However, often misinterpreted, misunderstoodand even misrepresented, their true recommendations were largely ignored. In thisarticle we discuss why this is so. Despite three decades of transformation andorganisational change leadership discourse, leadership is still in crisis. Workingtowards an alternative to the current orthodoxy, we reimagine organisationalchange leadership as a utilitarian consequentialist process.
Type: Journal Article
Rights: Publisher policy allows this work to be made available in this repository. This article has been accepted for publication in Leadership published by SAGE and will appear in a revised form subject to input from the Journal’s editor. The original publication will be available at:
Affiliation: Management Work and Organisation
University of Brighton
Staffordshire University

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