Department chairs as change agents

Abstract

Change process research often discusses barriers that impede organizational change (e.g., Banta, 1997; Cavacuiti and Locke, 2013; Mutchler, 1990; Stewart et al., 2012); however, no empirical research has addressed how behaviors established in leadership models counteract these barriers. This study explored these two interconnected constructs of leadership and change in stories of secondary school department chair change attempts, and identified specific leadership behaviors described within their stories that aided the conversion of change barriers into conditions that enhanced the change process. Leadership behavior identification within department chair stories of change was guided by Blake and Mouton’s (1962) leadership theory, which has been further delineated by Yukl et al. (2002), and identification of change process barriers was guided by Ely’s (1990a) eight conditions for change. From the combined descriptions of six successful and four unsuccessful narratives of department chair-led change emerged essential conditions for change and commonly occurring change barriers. Specific leadership behaviors capable of overcoming these change barriers were also identified. Unexpectedly, this investigation also unearthed a change barrier seemingly unrelated to previously identified conditions of change: the contentious resistor. The contentious resistor was described as the most detrimental barrier to department chairs’ leadership of the change process.

Customer Orientation and Leadership in the Health Service Sector: The Role of Workplace Social Support

“…Differences in leaders’ performance can be explained by the extent to which the leader is task- or person-oriented (Yukl et al, 2002; Kellett et al, 2006; Gaubatz and Ensminger, 2017). In particular, Stock and Hoyer (2002) found positive relationships between employees’ CO and different leadership styles: leaders’ emphasis on task achievement, leaders’ supportiveness, and initiation of CO.…”

Change Leadership: The Role of Emotional Intelligence

“…According to the author, followers who fall within the rational resistance are more likely to be persuaded to participate in the change efforts. In furtherance, Gaubatz and Ensminger (2017) observed that some members resisting change may be "contentions" and are more likely to derail the change attempts based on either the feelings of resentment or the fear that they are not recognized for the value they bring to the department or organization and until their original negative feeling is addressed, they could continue to interfere with the change process. (p. 160) Thus, emotionally intelligent leaders can use their social skills to inspire and persuade this category of followers to adopt the proposed change and strive to contribute efficiently toward achieving the organizational goal (Srivastava, 2013).…”

“…Even in situations where members of the organization are satisfied with the status quo and therefore become resistant to the idea of change, the communication skills of the leader is equally essential to create dissatisfaction with the status quo among the members (Gaubatz & Ensminger, 2017). The initial stage in the change process triggers the sense of fear, anxiety, and emotions of the change recipients.…”

“…Among the conditions of change identified by Ely (1999, p. 3) is “dissatisfaction with the status quo,” and therefore, the ability of the leader to effectively communicate the need to change the status quo will determine the extent to which members of the organization will accept the idea of change. Even in situations where members of the organization are satisfied with the status quo and therefore become resistant to the idea of change, the communication skills of the leader is equally essential to create dissatisfaction with the status quo among the members (Gaubatz & Ensminger, 2017). The initial stage in the change process triggers the sense of fear, anxiety, and emotions of the change recipients.…”

“…More so, the favorableness of change agents depends on the kind of relationship they establish with all the interest groups in the organizational environment. Gaubatz and Ensminger (2017) noted in their study of successful and unsuccessful change efforts by department chairs as change agents in resistant environments that relationship with the change participants does matter.…”