What Does It Take to Implement Change Successfully? A Study of the Behaviors of Successful Change Leaders
By M. Higgs, D. Rowland. 2011
140 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/ae70796c9d26df4f893f5993b669c698d951461f
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Organizational Behavior and Human Resource Management
Citations in the corpus
- Paradoxical Leadership and the Competing Values Framework (2014, background): “Leadership development is the focus of this article because of its importance to organizational change (Higgs & Rowland, 2011).”
- Leaders’ Impact on Organizational Change: Bridging Theoretical and Methodological Chasms (2019, background): “In another qualitative study, through interviews with leaders from 33 organizations undergoing change, “facilitating” and “engaging” leader behaviors were found to be most effective, and those that are “shaping” least effective (Higgs & Rowland, 2011).”
- Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change (2013, background): “Congruent with this notion , Higgs and Rowland (2011) concluded from their interviews with managers in 33 organizations that change efforts were more successful when employees worked with managers who were more facilitating and engaging.”