Leading and coping with change

Sally Woodward · Chris Hendry

78 citations0/0 files storedJournal of Change Management

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Organizational Change and Leadership Management and Organizational Studies Organizational Management and Change

Abstract

Change process models, developed in the tradition of Lewin, tend to emphasize people as resisting change, portray leading and coping with change as discrete entities, and reify the organization. In contrast, this article reports on findings from two descriptive surveys examining leading and coping processes. Attitudes, opinions and organizational practices were investigated to identify and describe variability in change in financial service institutions in the City of London as led by top managers and as experienced by employees. A ‘leading and coping with change’ framework that emphasizes the social process dynamics of change is developed which managers can utilise as a conceptual tool to guide action. This is built around the finding that change leaders are themselves part of the process, and that the judgmental and cognitive processes which employees engage in, in their relationship with those leading change, is crucial.

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References

1994Situated Learning: Legitimate Peripheral Participation.1980Qualitative research and evaluation methods 1991Situated Learning 1999Communities of practice learning, meaning, and identity 2013Stress: Appraisal and Coping 1998Communities of Practice 1991Emotion And Adaptation 1979The Social Psychology of Organizations.

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2011Leading organizational change in the ‘new’ South Africa 2012The Leadership of Organization Change: A View from Recent Empirical Evidence 2012Transformational change in organisations: a self‐regulation approach 2010Emotional Responses to the Speed, Frequency and Timing of Organizational Change 2016Change Leadership: Oxymoron and Myths 2021Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation

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