|Appears in Collections:||Management, Work and Organisation Journal Articles|
|Peer Review Status:||Refereed|
|Title:||Reimagining Organisational Change Leadership|
By, Rune Todnem
Utilitarian consequentialist approach
James M. Burns
|Citation:||Burnes B, Hughes M & By RT (2018) Reimagining Organisational Change Leadership. Leadership, 14 (2), pp. 141-158. https://doi.org/10.1177/1742715016662188|
|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.|
|Rights:||Burnes B, Hughes M & By RT, Reimagining Organisational Change Leadership, Leadership, 14 (2), pp. 141-158. Copyright © 2016 The Authors. Reprinted by permission of SAGE Publications. DOI: https://doi.org/10.1177/1742715016662188|
|Burnes, Hughes, By - LEADERSHIP FINALJuly2016.docx||576.09 kB||Unknown||View/Open|
|Burnes Hughes By - LEADERSHIP FINALJuly2016.pdf||Fulltext - Accepted Version||422.27 kB||Adobe PDF||View/Open|
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