Do as I say and (sometimes) as I do: Exploring the impact of situational leadership practice on strategic change outcomes

David MacKay, Shakeel Ahmad

    Research output: Contribution to conferencePaper

    Abstract

    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.

    Conference

    ConferenceBritish Academy of Management Conference 2012
    Abbreviated titleBAM2012
    CountryUnited Kingdom
    CityCardiff
    Period11/09/1213/09/12
    OtherManagement Research Revisited: Prospects for Theory and Practice
    Internet address

    Fingerprint

    Strategic change
    Interaction
    Small and medium-sized enterprises
    Employees
    System modeling
    Activity systems
    Strategy as practice
    Organizational change

    Keywords

    • situational leadership
    • leadership practice
    • employee practice
    • strategic change
    • organisational change

    Cite this

    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.
    MacKay, David ; Ahmad, Shakeel. / 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.
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    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, 11/09/12 - 13/09/12, .

    Do as I say and (sometimes) as I do : Exploring the impact of situational leadership practice on strategic change outcomes. / MacKay, David; Ahmad, Shakeel.

    2012. Paper presented at British Academy of Management Conference 2012, Cardiff, United Kingdom.

    Research output: Contribution to conferencePaper

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    AB - 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.

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    KW - leadership practice

    KW - employee practice

    KW - strategic change

    KW - organisational change

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    MacKay D, Ahmad S. Do as I say and (sometimes) as I do: Exploring the impact of situational leadership practice on strategic change outcomes. 2012. Paper presented at British Academy of Management Conference 2012, Cardiff, United Kingdom.