Giving Sense to Change Leadership

Welcome to read the paper dr. Antonio Sadarić and myself wrote about sensemaking and change leadership. Recent studies on change agency and organizational change failure have signicantly broadened the organizational behavior perspective on individual change experiences, however, the underlying mechanism for change leaders’ infuential behavior remains a relatively underspecied area. Our central theoretical contribution focuses on the ways in which linking the finndings from different research areas that deal with storytelling and persuasive communication can contribute to understanding the underlying mechanism of change leaders’ influential behavior. We examine the various strands of research in management concerned with change leadership and persuasive communication, and propose a multidisciplinary perspective from a variety of perspectives. Our approach draws on the key theoretical perspectives from the social cognitive theory and commensurable interdisciplinary findings as the basis for a narrative-based process model of change leaders’ in uential behavior. Our model includes propositions about the change leader’s interpretation of ideological change as well as the change leader’s process of sensemaking and sensegiving. We argue that the change leader’s persuasive communication efforts are based on the leader’s narrative intelligence and in uence, which promote the change recipient’s attachment formation.

Keywords: Change leadership, Persuasive communication, Narrative-based process model, Social cognitive theory