What is it about?
This paper explores the role of mavericks - those unconventional, rule-challenging individuals - in driving transformational change within organisations. While innovators and entrepreneurs are widely recognised as change agents, this research highlights the unique and often underappreciated contributions of mavericks. Drawing on the concept of positive deviance, the paper argues that mavericks are not merely disruptive but are “rebels with a cause” who challenge outdated norms and systems to achieve better outcomes. Through a conceptual framework, the paper compares the attributes and behaviours of mavericks with those of innovators and entrepreneurs. It shows that while all three share traits like proactivity, creativity, and resourcefulness, mavericks stand out for their radical orientation and willingness to defy norms. The paper also distinguishes between positively deviant mavericks who act for the greater good and negatively deviant workplace behaviours, offering clarity on how organisations can better identify and support maverick mindsets. Ultimately, the research calls for leaders to recognise and harness the strengths of mavericks alongside innovators and entrepreneurs to achieve game-changing organisational outcomes. It provides practical insights for fostering a more dynamic, adaptable, and resilient workplace culture.
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Why is it important?
Organisations today face increasingly complex challenges that demand more than incremental improvements; they require bold, transformative change. Yet, many large-scale change efforts fail, often because leaders overlook the potential of unconventional thinkers. This paper argues that mavericks, when recognised and supported, can be powerful catalysts for radical change. By reframing maverickism as a form of positive deviance, the research challenges the negative stereotypes often associated with nonconformity. It provides a compelling case for why mavericks should be embraced, not sidelined, in organisational strategy and change efforts. The paper also offers a practical framework for understanding how mavericks, innovators, and entrepreneurs can work together to drive game-changing outcomes. This insight is especially valuable for leaders seeking to build more agile, resilient, and future-ready organisations.
Perspectives
As someone deeply committed to understanding and amplifying the voices of those who challenge the status quo, this paper is a culmination of years of research and lived experience. It reflects my belief that mavericks are often misunderstood or marginalised, but can hold the key to unlocking radical and meaningful change in organisations. Their courage to question, disrupt, and reimagine is not a liability but a powerful asset. This work is also personal. It builds on my doctoral research and ongoing academic focus on social maverickism and workplace nonconformity. I see this paper as a call to action for leaders to move beyond conventional change models and embrace the diversity of thought and behaviour that mavericks bring. In a world facing complex challenges, we need more rebels with a cause, not fewer.
Ree Jordan
University of Queensland
Read the Original
This page is a summary of: The maverick factor: the role of positively deviant change agents in radical organizational change, Journal of Organizational Change Management, February 2025, Emerald,
DOI: 10.1108/jocm-05-2024-0241.
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