Leadership and organizational transformation

Bryman, Alan; Gillingwater, David; McGuinness, Iain

doi:10.1080/01900699608525123

Cited by 20 publications

(15 citation statements)

References 4 publications

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“…The degree of failure and consequent challenge to their credibility as effective school leaders is due to features and events in the wider social context that either depress and neutralize or enhance their leadership practices (Leithwood, 2005). This is in line with the concept that leadership may be hindered or helped by circumstances confronting the leader (Bryman et al, 1996). However, just because principals are unable to control events occurring in the communities they serve that might adversely affect the school, it does not in any way lower the bar in terms of their performance.…”

Section: Resultsmentioning

confidence: 77%

School leadership challenges along Kenya’s Borabu-Sotik border

Abaya¹

2016

Educational Management Administration & Leadership

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This article is based on a qualitative multi case study carried out in southwestern Kenya along the border areas of Nyanza and Rift Valley province. The purpose of the research was to examine the challenges public secondary school principals faced in their leadership roles and suggest efforts they might adopt to minimize the effects of these challenges. Data was drawn from interviews with six secondary school principals, document analysis as well as participant observation. Findings indicated that principals of public secondary school are faced with challenges associated with overdependence, uncertainty and vulnerability.

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Section: Resultsmentioning

confidence: 77%

School leadership challenges along Kenya’s Borabu-Sotik border

Abaya¹

2016

Educational Management Administration & Leadership

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“…In our view, this bifurcation fails to recognize that management often entails wide latitude for problem framing, problem solving, and innovation. Likewise, the literature of leadership and organizational change distinguishes between "transactional" and "transformational" leadership (Bryman et al 1996;Nye 2008). As described by Nye (2008), transactional leaders address familiar problems, working within the context of the status quo, relying on existing policies and tools.…”

Section: Leadership In the Context Of Sustainability And Cultural Tramentioning

confidence: 98%

Sustainability in the Water Sector: Enabling Lasting Change through Leadership and Cultural Transformation

Herrick¹,

Pratt²

2012

Nature and Culture

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There is great interest within the water sector regarding the prospect of sustainable operations. Water utilities tend to be conservative entities characterized by organizational inertia, making achievement of sustainable operations a challenge of cultural transformation. We suggest that the construct of "wicked" problems provides a useful heuristic for leaders and other champions attempting to transform water utility culture to achieve sustainable operations. We observe that the cultural transformation toward sustainable water operations seems to be facilitated through the exercise of particular leadership traits, including the ability to craft and communicate a sustainability narrative, willingness and ability to diffuse authority, and an adaptive or learning-oriented outlook. Based on literature review and case research with US water utilities, we identify factors that can act either to enable or constrain efforts to transform utility culture so as to be more amenable to sustainable operations. We explain how each of these factors pertains to the circumstances of water utilities and provide a matrix with which utility leaders and sustainability champions can enact a plan of organizational transformation. We conclude by outlining research topics that flow from our arguments and observations. KEYWORDS organizational culture, organizational transformation, sustainability, transformative leadership, wicked problem Nature and Culture 7(3), Winter 2012: 285-313 © Berghahn Journals

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“…. Idealized influence (behaviour): which refers to the charismatic actions of the leader, whereby individuals transcend their self-interest for the sake of the organization and develop a collective sense of mission and purpose; this dimension broadens the traditional leadership role into that of a 'manager of meaning' (Bryman, Gillingwater and McGuinness 1996). .…”

Section: Effect Of Transformational Leadership On Job Satisfaction Anmentioning

confidence: 99%

Transformational leadership and followers' attitudes: the mediating role of psychological empowerment

Castro¹,

Periñan²,

Casillas³

2008

The International Journal of Human Resource Management

139

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There is now strong evidence that transformational leadership substantially influences the work attitudes and behaviours of followers. However, the mechanisms by which transformational leaders influence their followers have not been studied in a systematic fashion. The purpose of the present study is, therefore, to analyse how transformational leadership promotes: i) job satisfaction among employees; and ii) affective commitment to the organization. In particular, the possible mediating role of psychological empowerment in these two relationships is conceptually hypothesised and empirically tested. The results demonstrate that psychological empowerment mediates the relationship between transformational leadership and employee attitudes.

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Leadership and organizational transformation

Cited by 20 publications

References 4 publications

School leadership challenges along Kenya’s Borabu-Sotik border

School leadership challenges along Kenya’s Borabu-Sotik border

Sustainability in the Water Sector: Enabling Lasting Change through Leadership and Cultural Transformation

Transformational leadership and followers' attitudes: the mediating role of psychological empowerment

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