Faculty of Education - Theses
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ItemReconstruction of leadership in a situation of significant organizational change( 2006)Leadership and Change are two diverse and yet intertwined complex fields. Leaders in many organizations continually undergo, lead and introduce change to their workplace. These individuals and others reconstruct their leadership differently according to the situation and the group of which they are a part. Some organizations are changing their leadership practices to include managing teams in remote locations using a virtual organization model rather than a face to face approach. This change invites organizational leadership to develop new perspectives to meet new challenges. This thesis is concerned with this question, "How do middle and senior managers implementing this kind of change reconstruct their leadership as they manage their roles, departments and the transition?" The research investigated the above question in relation to eight middle/senior managers at an Australian national public health provider going through a major restructure process. Some survived the restructure and stayed in the organization. Others did not survive and had to leave the organization because they no longer identified with the new organization or the people in the organizational leadership. The study was an interpretivist inquiry that documented the perceptions, meanings and interpretations of the changing organizational situation by the participants through two semi-structured interviews conducted with each manager about ten months apart. Significant changes were experienced by the participants in this study. These changes were at organizational, relational and personal levels. The middle managers reported feeling a great deal of pressure. Their organizational relationships were changed, disrupted and to some of them were damaged. The participants rethought their skills, roles, functions and their emotional investment in the organization due to the change process. The length of the transitional period became burdensome. A matrix of interaction between six research factors identified from the literature and seven emergent themes was constructed and tested against the empirical data. The matrix successfully accommodated the data categories of the study, establishing its validity as an informative and useful Change Management Framework. The Framework was used to compare and contrast the perceptions, feelings, and ideas of the different individuals to understand how they reconstructed their leadership in a change situation. Furthermore, a model for the reconstruction of leadership in a significant organizational change was developed based on the grounded research. The researcher believes that the work presented in this thesis adds to the richness of the tapestry of perspectives in the arena of leadership and change research. It is also hoped that the framework and model developed in this study will contribute to the practice of change leaders in many circumstances.