Year: 2014
Type: article
Abstract: In Leadership, Burns (1978) highlighted the intellectual mediocrity of leadership studies and encouraged interest in the transformational capacity of leadership. Independently theories and practices of leadership and organizational change have subsequently advanced. However, theorizing relationships between leadership and organizational change has been surprisingly disappointing. This paper based upon an ongoing critical literature review of the last 35 years of leadership and organizational change, features meta-level explanations and ranks the most cited publications since 1978. Competing explanations for the lack of progress are discussed with conclusions framed in terms of the International Journal of Management Reviews key literature review principles.
Author: Mark Hughes
Institution: University of Brighton
Language: English
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W220238239