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Journal of Organizational Change Management

Transformational leadership in the context of organizational change

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Regina Eisenbach (College of Business Administration, California State University, San Marcos, USA)

Kathleen Watson (College of Business Administration, California State University, San Marcos, USA)

Rajnandini Pillai (College of Business Administration, California State University, San Marcos, USA)

Citation: Regina Eisenbach. Kathleen Watson. Rajnandini Pillai. (1999) “Transformational leadership in the context of organizational change”, Journal of Organizational Change Management. Vol. 12 Issue: 2, pp.80-89, https://doi.org/10.1108/09534819910263631

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The importance of leadership to the change management process is underscored by the fact that change, by definition, requires creating a new system and then institutionalizing the new approaches. While change management depends on leadership to be enacted, to date there has been little integration of these two bodies of literature. Thus, the purpose of this article is to draw parallels between the change literature and the leadership literature; specifically, the transformational leadership literature that is primarily concerned with the capabilities required to enact change successfully. This is done by describing areas of convergence between the two literatures that point to the appropriateness of transformational leadership in enacting change. Finally, the papers in the special issue are previewed by identifying their underlying themes.

Keywords: Leadership. Management styles. Organizational change Type: Research paper Literature review Publisher: MCB UP Ltd Copyright: © MCB UP Limited 1999
Published by MCB UP Ltd

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