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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. <i>Leadership</i>, 14 (2), pp. 141-158.
Abstract: Reimagining organisational change leadership orthodoxy requires revisiting the seminal work of Kurt Lewin and James M. Burns. Being the 20thcentury most influential organisational change and leadership scholars, both radically reimagined their respective fields. However, often misinterpreted, misunderstood and even misrepresented, their true recommendations were largely ignored. In this article we discuss why this is so. Despite three decades of transformation and organisational change leadership discourse, leadership is still in crisis. Working towards an alternative to the current orthodoxy, we reimagine organisational change 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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