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Appears in Collections:Management, Work and Organisation Journal Articles
Peer Review Status: Refereed
Title: Reimagining Organisational Change Leadership
Author(s): Burnes, Bernard
Hughes, Mark
By, Rune Todnem
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Keywords: Leadership
Utilitarian consequentialist approach
Kurt Lewin
James M. Burns
Organisational change
Issue Date: Apr-2018
Date Deposited: 4-Aug-2016
Citation: Burnes B, Hughes M & By RT (2018) Reimagining Organisational Change Leadership. Leadership, 14 (2), pp. 141-158.
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.
DOI Link: 10.1177/1742715016662188
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:
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