Journal of Organizational Change Management: Volume 32 Issue 3

Leadership capacity in an era of change: the new-normal leader

Kerrie Fleming, Carla Millar

Supervisory influence: Subordinate development of crisis leader potential in an extreme context

Ethlyn Williams, Juanita M. Woods, Attila Hertelendy, Kathryn Kloepfer

The purpose of this paper is to examine the development of leader potential in an extreme context – it develops and tests a model that describes how subordinate perceptions of…

Leading transitions in traumatically experienced change – a question of doing or being?

Jeremias Jesaja De Klerk

The purpose of this paper is to explore change leadership in the context of traumatically experienced change. “Being-centeredness” is proposed as a change leadership paradigm…

Catalyzing capacity: absorptive, adaptive, and generative leadership

Elizabeth A. Castillo, Mai P. Trinh

Organizations increasingly operate under volatile, uncertain, complex and ambiguous (VUCA) conditions. Traditional command-and-control leadership can be ineffective in such…

Leading change through your creative class

Laurent Choain, Tyra Malzy

The purpose of this paper is to share how a professional service firm transposed Richard Florida’s “Creative Class” concept from the urban environment into a corporate one for the…

The role of storytelling in navigating through the storm of change

Antoinette Ophelia Wilson

The purpose of this paper is to evaluate the perception of the role of storytelling in organizational change in this study involving eight principals and administrators in three…