What is it about?
A lot is written about how organisations change and how leadership during this process works but these writings are often dominated by pre-determined ideas and processes imposed onto case studies. This paper gives more space to what happened in a particular organisation and explains how change happened using an approach developed from discourse theory.
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Why is it important?
This research demonstrates that by mobilising this discursive approach it is possible to understand leadership in organisational change as something more complex, changing and specific to the case study, an approach which emphasises the politics at play and the multiple ways in which these politics are deployed.
Perspectives
Writing this paper was important to me as it illustrated how theories and methods often deployed in the private sector could be adapted and reviewed in the case of a local authority undergoing change to cope with the 2007 financial crisis. It also emphasises how the supposedly great changes occasioned by the financial crisis and the UK 2010 austerity agenda was actually interpreted and dealt with at the local level.
Dr Eleanor MacKillop
University of Liverpool
Read the Original
This page is a summary of: Leadership in organisational change: A post-structuralist research agenda, Organization, September 2017, SAGE Publications,
DOI: 10.1177/1350508417733137.
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