The “how” of Multiple Leader Sensegiving and Strategic Change

Abstract

For organizational leaders, managing strategic change is a primary management activity (By, 2005). Reflecting its significance as a management function, there is now a substantial body of literature and many dynamic models and “recipes” advising managers how to lead and implement strategic change. These models present an ordered macro approach to what, in reality, is a highly complex, recursive, and messy process. In this chapter we eschew these neatly packaged change management processes and explore the micro level arguments of leaders as they grapple with the uncertainty of strategic change and seek to give primacy to their sense of the change and related issues. Based on the findings of our extensive micro level study, we present a theoretical model which explains the mechanisms that underpin this important activity.

Citation

Anderson, K.S.J. and Galavan, R.J. (2016), "The “how” of Multiple Leader Sensegiving and Strategic Change", Uncertainty and Strategic Decision Making (New Horizons in Managerial and Organizational Cognition), Emerald Group Publishing Limited, Leeds, pp. 77-100. https://doi.org/10.1108/S2397-52102016011