Our study draws on strategy as practice concepts and the technique of activity systems modelling to explore the detailed practice and impacts of situational leadership on strategic change outcomes. We examine detailed longitudinal practice data collected from engagement with a UK based SME. Our findings suggest that a dynamic, situational interaction of leadership practice, employee practice and strategic change needs have a major bearing on the achievement of strategic change outcomes, and therefore the organisation’s success in adapting and surviving in difficult times. Whilst success is by no means guaranteed, our findings suggest that keen awareness of the elements and interactions of an action oriented interpretation of situational leadership is to the leader’s benefit in the long run, and might increase their capacity to take situationally relevant action towards achieving intended organisational change outcomes in an efficient and effective way.
|Publication status||Unpublished - 12 Sep 2012|
|Event||British Academy of Management Conference 2012 - Cardiff University, Cardiff, United Kingdom|
Duration: 11 Sep 2012 → 13 Sep 2012
|Conference||British Academy of Management Conference 2012|
|Period||11/09/12 → 13/09/12|
|Other||Management Research Revisited: Prospects for Theory and Practice|
- situational leadership
- leadership practice
- employee practice
- strategic change
- organisational change
MacKay, D., & Ahmad, S. (2012). Do as I say and (sometimes) as I do: Exploring the impact of situational leadership practice on strategic change outcomes. Paper presented at British Academy of Management Conference 2012, Cardiff, United Kingdom.