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Please use this identifier to cite or link to this item: http://hdl.handle.net/1893/23950
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dc.contributor.authorBurnes, Bernarden_UK
dc.contributor.authorHughes, Marken_UK
dc.contributor.authorBy, Rune Todnemen_UK
dc.date.accessioned2016-12-21T06:49:03Z-
dc.date.available2016-12-21T06:49:03Z-
dc.date.issued2018-04en_UK
dc.identifier.urihttp://hdl.handle.net/1893/23950-
dc.description.abstractReimagining 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.en_UK
dc.language.isoenen_UK
dc.publisherSAGE Publicationsen_UK
dc.relationBurnes B, Hughes M & By RT (2018) Reimagining Organisational Change Leadership. <i>Leadership</i>, 14 (2), pp. 141-158. https://doi.org/10.1177/1742715016662188en_UK
dc.rightsBurnes 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/10.1177/1742715016662188en_UK
dc.rights.urihttps://storre.stir.ac.uk/STORREEndUserLicence.pdfen_UK
dc.subjectLeadershipen_UK
dc.subjectFollowershipen_UK
dc.subjectEthicsen_UK
dc.subjectUtilitarian consequentialist approachen_UK
dc.subjectKurt Lewinen_UK
dc.subjectJames M. Burnsen_UK
dc.subjectOrganisational changeen_UK
dc.titleReimagining Organisational Change Leadershipen_UK
dc.typeJournal Articleen_UK
dc.identifier.doi10.1177/1742715016662188en_UK
dc.citation.jtitleLeadershipen_UK
dc.citation.issn1742-7169en_UK
dc.citation.issn1742-7150en_UK
dc.citation.volume14en_UK
dc.citation.issue2en_UK
dc.citation.spage141en_UK
dc.citation.epage158en_UK
dc.citation.publicationstatusPublisheden_UK
dc.citation.peerreviewedRefereeden_UK
dc.type.statusAM - Accepted Manuscripten_UK
dc.author.emailbernard.burnes@stir.ac.uken_UK
dc.citation.date08/08/2016en_UK
dc.contributor.affiliationManagement, Work and Organisationen_UK
dc.contributor.affiliationUniversity of Brightonen_UK
dc.contributor.affiliationStaffordshire Universityen_UK
dc.identifier.isiWOS:000430024700001en_UK
dc.identifier.scopusid2-s2.0-85043677549en_UK
dc.identifier.wtid554048en_UK
dc.date.accepted2016-07-11en_UK
dcterms.dateAccepted2016-07-11en_UK
dc.date.filedepositdate2016-08-04en_UK
rioxxterms.apcnot requireden_UK
rioxxterms.typeJournal Article/Reviewen_UK
rioxxterms.versionAMen_UK
local.rioxx.authorBurnes, Bernard|en_UK
local.rioxx.authorHughes, Mark|en_UK
local.rioxx.authorBy, Rune Todnem|en_UK
local.rioxx.projectInternal Project|University of Stirling|https://isni.org/isni/0000000122484331en_UK
local.rioxx.freetoreaddate2016-08-08en_UK
local.rioxx.licencehttp://www.rioxx.net/licenses/under-embargo-all-rights-reserved||2016-08-08en_UK
local.rioxx.licencehttps://storre.stir.ac.uk/STORREEndUserLicence.pdf|2016-08-08|en_UK
local.rioxx.filenameBurnes Hughes By - LEADERSHIP FINALJuly2016.pdfen_UK
local.rioxx.filecount1en_UK
local.rioxx.source1742-7169en_UK
Appears in Collections:Management, Work and Organisation Journal Articles

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