Strategic change is in the works, pressure to meet targets is mounting and there are rumblings in the ranks. As CEO how do you maintain your leadership role and avoid a mutiny?
Much has been written about how new CEOs – the “corporate saviours” – influence the early stages of leading strategic change, but the reality is deep-rooted change frequently fails as a result of subsequent implementation problems across the organisation.
In the paper From Support to Mutiny: Shifting Legitimacy Judgments and Emotional Reactions: Impacting the Implementation of Radical Change written with co-authors Kevin Corley and Matthew Kraatz, we look at middle managers’ role in a massive company restructuring and how their shifting, often judgmental and emotion-laden relationship with top management is a critical factor in the success of the strategic change process.
via How to Lead Strategic Change Without Inciting a Mutiny | INSEAD Knowledge.
