Relevant bibliographies by topics / Transformational change

Academic literature on the topic 'Transformational change'

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Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Transformational change"

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Liebermann, Susanne Christina, Katharina Blenckner, Jan-Hendrik Diehl, Joschka Feilke, Christina Frei, Sophie Grikscheit, Swantje Hünsch, et al. "Abrupt Implementation of Telework in the Public Sector During the COVID-19 Crisis." Zeitschrift für Arbeits- und Organisationspsychologie A&O 65, no. 4 (October 2021): 258–66. http://dx.doi.org/10.1026/0932-4089/a000367.

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Abstract. Lockdown regulations during the COVID-19 outbreak resulted in abrupt changes to work situations and presented new leadership challenges. This short report explores how leaders perceived their options for leading transformationally when their teams were forced to rapidly switch to virtual collaboration. We interviewed 20 supervisors using semistructured telephone interviews who described their general leadership behavior before the lockdown and the evaluated possibilities and difficulties of leading transformationally during the lockdown. The article provides insights into the preconditions for transformational leadership in the public sector during change processes. High workload, time pressure, and role conflicts, combined with restricted freedom of action, restrained their options of transformational leadership. Communicative problems further hindered the transfer of transformational leadership behavior to new working arrangements during the Covid-19-crisis. The article derives implications for ways of helping managers to employ the potentials of transformational leadership in virtual settings and during change processes in the public sector.
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Limerick, David, Ron Passfield, and Bert Cunnington. "Transformational Change." Learning Organization 1, no. 2 (August 1994): 29–40. http://dx.doi.org/10.1108/09696479410060973.

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Bambang Niko Pasla, Martha Sari Ayu, Fathiyah Fathiyah, Bailah Bailah, Fahmi Rasid, and Ubaidillah Ubaidillah. "Leadership style types: The Importance of Organizational Culture and Change Management." Jurnal Prajaiswara 3, no. 2 (November 24, 2022): 105–15. http://dx.doi.org/10.55351/prajaiswara.v3i2.45.

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Introduction/Main Objectives: This study aims to determine the value of the direct influence between transformational leadership and change management, transformational leadership and organizational culture, organizational culture and change management, and deal with the indirect effect of organizational culture on transformational leadership and change management. Background Problems: In the era of globalization that is increasingly fast and dynamic, an organization must be able to adapt to changes in the environment, where changes in the organization must be managed properly and efficiently. Change management is a systematic and complex process carried out by an organization. One of the steps in determining the direction of change is to select the transformational leadership model, change management, and organizational culture. Research Methods: Review articles on the relationship between transformational leadership, change management, organizational culture, organizational change, and the mediating role of organizational culture on transformational leadership and change management. Finding/Results: There is a positive and significant correlation between transformational leadership and change management, transformational leadership and organizational culture, and organizational culture and change management, where organizational culture has a mediating role in the relationship between transformational leadership and change management. Conclusion: Transformational leadership are very influential on organizational changes and play an essential role in determining the direction of change management and organizational culture, using organizational culture to manage these changes.
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Nutt, Paul C., and Robert W. Backoff. "Facilitating Transformational Change." Journal of Applied Behavioral Science 33, no. 4 (December 1997): 490–508. http://dx.doi.org/10.1177/0021886397334005.

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Harb, Bissane, and Dina Sidani. "Transformational leadership for organizational change in the Lebanese public sector." Problems and Perspectives in Management 17, no. 2 (May 21, 2019): 205–16. http://dx.doi.org/10.21511/ppm.17(2).2019.15.

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The public sector is facing multiple changes. In a constantly changing environment, that is more and more demanding in terms of innovation and performance, the concept of leadership is of particular importance, as it is one of the few tools available to public managers.Based on the transformational leadership theory, the aim of this study is to explore how transformational leadership characteristics influence organizational change within the public sector in Lebanon. To serve this purpose, a qualitative approach is adopted based on a series of semi-focused interviews conducted with ten public managers running 10 public administrations. These administrations have undergone significant changes over the past five years.The results point out the importance of transformational behaviors adopted by public managers in leading change within the public sector in Lebanon, despite the multiple obstacles. They confirmed the role of two transformational dimensions related to idealized influence and inspirational motivation in the successful implementation of organizational change. This study contributes to better understanding of the role of transformational leadership in promoting change in the public sector.
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Fragouli, Evangelia, and Theodora Tourlaki. "Leading Change and Crisis: How Transformational Changes Can Be Successful Nowadays?" Global Research in Higher Education 3, no. 3 (September 2, 2020): p22. http://dx.doi.org/10.22158/grhe.v3n3p22.

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Nowadays, the world scene is changing at a fast pace. The increase of competition, technological developments, financial downturns, market expansion, legal and political instabilities are forcing the international business environment to transformational changes. Researchers agree that most transformation efforts produce only middle level results. Changes can be stimulating in an organization, but are often met with negative emotions such as stress and fear which result in resistance and in organizational crisis. Literature review reveals that crisis will always accompany changes. The aims of this study are to bridge leadership effectiveness and leader’s competencies in the context of leading change and crisis under the optimal profile of transformational leadership. The study is based on a critical literature review following a qualitative research approach of reviewing secondary data and sources. The main conclusion of this study is that transformational changes can be successful with the proper guidance and support of the leaders. Transformational leadership is considered critical during times of change because of the importance leaders to encourage and implement changes but also to encourage, engage and motivate their followers to accept changes.
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Yang, Yi-Feng. "Leadership and Satisfaction in Change Commitment." Psychological Reports 108, no. 3 (June 2011): 717–36. http://dx.doi.org/10.2466/01.28.pr0.108.3.717-736.

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Managerial transformational leadership skills may directly influence banking counter staff toward change commitment and improve job satisfaction and service quality, or the influence instead may be mediated by change commitment. For a sample comprised of 246 managers from four large Taiwanese banks, the following path relationships were tested: (1) the association of transformational leadership with change commitment, (2) the association of change commitment with job satisfaction, and (3) the direct or indirect (through the mediation of change commitment) effect of transformational leadership on job satisfaction. Regression was utilized to gain insight into the effects of transformational leadership and change commitment on job satisfaction. Transformational leadership may foster change by providing psychological support to the banking counter staff, enabling them to use their skills to meet the needs of individual customers in response to complex environments.
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Fitrianna, Nurma, and Tri Siwi Agustina. "Transformational Leadership dan Commitment to Change: Dimediasi oleh Readiness for Change Studi Pada Karyawan PT. Telkom Divisi Regional V Surabaya." Jurnal Manajemen dan Bisnis Indonesia 2, no. 2 (February 1, 2015): 154–67. http://dx.doi.org/10.31843/jmbi.v2i2.47.

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Organizational change is a process whereby an organization change from the current state to the desired state to increase its effectiveness. These changes required the support of a leader, management, and all employees. The change will be successful if all of the organization's role in it. Someone who has a transformational leadership style will affect the readiness for change that will impact on the development and formation of commitment to change from employees. This study aimed to analyze the effect of transformational leadership toward commitment to change with readiness for change as a mediating variable. The variables used in this study are: transformational leadership, readiness for change, and commitment to change. This study uses a quantitative approach with survey method and supported by primary data from interviews and questionnaires. This study uses primary data from 70 employees, where the data is retrieved using a questionnaire distributed to permanent employees of PT. Telkom Divisi Regional V Surabaya. The analysis technique used is Partial Least Square (SmartPLS 3.0). The results showed that transformational leadership does not have a significant effect on the commitment to change, transformational leadership has a significant effect on the readiness for change, and readiness for change has a significant effect on the commitment to change. This means that the readiness for change proved to be a mediating variable and fully mediate between transformational leadership and commitment to change. Keyword: Transformational Leadership, Readiness for Change, and Commitment to Change
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Windasari, Windasari, Erny Roesminingsih, and Syunu Trihantoyo. "Pengaruh Kepemimpinan Transformasional Kepala Sekolah Terhadap Perubahan Organisasi Sekolah Dasar." Kelola: Jurnal Manajemen Pendidikan 9, no. 1 (June 22, 2022): 99–110. http://dx.doi.org/10.24246/j.jk.2022.v9.i1.p99-110.

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Today's global world changes encourage schools to start making organizational changes. School leaders are expected to be able to develop competitive strategies and create organizational changes in schools. This study aims to determine the effect of transformational leadership on organizational change in elementary schools. This study uses a quantitative approach using simple linear regression test data analysis techniques. The independent variable in this study is the principal's transformational leadership while the dependent variable is organizational change. The sample was 396 respondents with simple random sampling method. The results of the study indicate that transformational leadership has an effect on organizational change in elementary schools. Organizational changes in elementary schools by 60% are influenced by the principal transformational leadership.
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Gunawan, Michael, Retno Wijayanti, Febri Nila Chrisanty, Budi W. Soetjipto, Ani Wahyu Rachmawati, and Santi Rahmawati. "Transformational entrepreneurship and its effect on readiness for change, psychological capital, and employee performance: evidence from an Indonesian bank." F1000Research 10 (September 3, 2021): 887. http://dx.doi.org/10.12688/f1000research.52480.1.

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Continuing failures of financial capitalism across borders have led corporation to develop a more balanced economic growth model of transformational entrepreneurship that emphasises both short-term economic and longer-term social impacts. The model encourages entrepreneurial activities that bring major changes in the related markets and industries, as well as changes in society and culture. At the corporate level, transformational entrepreneurship prepares employees for any potential changes induced by a dynamic environment; it also improves the psychological capital of individual employees, and effective transformational entrepreneurship can eventually accelerate performance. The purpose of this study is to investigate (1) the direct and indirect effects of transformational entrepreneurship on readiness for change, psychological capital and employee performance, and (2) how the effects to readiness for change and psychological capital influence employee performance. The study data were collected using questionnaires completed by employees in 257 branches of a state-owned bank with locations throughout Indonesia. The data were analysed using the structural equation model. The results show that transformational entrepreneurship significantly and positively influences readiness for change, psychological capital, and employee performance and that readiness for change and psychological capital significantly and positively influences employee performance. Additionally, the effect of transformational entrepreneurship on employee performance is more significant if it is related to psychological capital than to readiness for change or to aspects of employee performance unrelated to transformational entrepreneurship. These findings enrich our understanding of transformational entrepreneurship and its value related to the direct and indirect effects on variables such as readiness for change, psychological capital and employee performance.
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Dissertations / Theses on the topic "Transformational change"

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Taylor, Anne. "Mentorship for First Year Principals Leading Transformational Change." Thesis, Brandman University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3689611.

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The purpose of this qualitative study was to understand the perceptions that first year K—12 principals had about their mentorship relationship while leading their school through transformational change. The transformational change from the 1997 California Content Standards to the Common Core State Standards (CCSS) caused a significant shift in the focus of educational leaders in California. Along with this challenge, there are many other new experiences that a first year principal will encounter. Mentorship is one way to support new principals to effectively navigate these new experiences.

The target population was first year K–12 principals in Fresno County during 2013–2014 who were involved in a formal mentoring relationship. The homogeneous sample included one high school, two middle, and three elementary principals. The interview protocol was created by the researcher to address the four research questions. Semi-structured interviews were used to collect the data, which were, then, transcribed into NVivo for coding using the grounded theory approach to data analysis.

Each of the four research questions produced key findings in order to contribute to the overall conclusion of the study, which was that the mentor was more important to the success of the mentorship relationship than the design of the program and that the person chosen to be a mentor needs to (a) believe in their mentee's ability to lead change, (b) have a similar mindset as their mentee in how to lead change, (c) be familiar enough with the current system of their mentee in order to help him/her navigate through the change, and (d) build a trusting relationship with their mentee.

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Mgqibi, Nomahlathi Norma. "Relationship Between Transformational Leadership and Organizational Change Effectiveness." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7560.

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The purpose of this quantitative correlational study was to examine the relationship between transformational leadership and organizational change effectiveness. The theoretical framework for the study was transformational leadership. Midlevel managers who successfully implemented 1 or more organizational change initiatives in any large organization in the United States (n = 107) were conveniently selected to participate in the study. The Multifactor Leadership Questionnaire (MLQ) Form 5X-Short was used to measure transformational leadership and the Project Implementation Profile (PIP) was used to measure organizational change effectiveness. The overall model, multiple linear regression, revealed a statistically significant relationship between transformational leadership and organizational change effectiveness, F (5, 101) = 2.712, p < 0.024, and R2 = 0.12. However, the independent variables were not statistically significant. Adoption of the findings of this study might assist business leaders to improve organizational change initiatives through standardized processes, which could improve productivity and minimize financial losses. The implications of this study for positive social change include the potential for long-term sustainable employment practices that might empower employees to be financially healthy and lead to improved quality of life.
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Lundström, Elin, and Yusuf Filsan Mohamed. "Is There a Perfect Leader in Change? : Transformational and Servant Leadership in Agile Transformation." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-296935.

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The current environment of the automotive industry is affected by new technologies, growing market dynamics, increasing demands from customers, and regulations such as sustainability requirements. To handle rapid changes many firms are leaning towards a more agile and flexible way of working. Such transformations have a tremendous effect on how organizations are managed and led. This leads to challenges for the leadership that should be able to lead the organization and the people through changing environments. Transformational and servant leadership have been explored in the context of change. However, previous studies show contradictory views on appropriate leadership approaches for companies that are facing change. Therefore this study seeks to evaluate servant and transformational leadership in situations of agile transformations. The purpose of this thesis is to develop recommendations for leaders within incumbent firms that are facing agile transformations. A qualitative case study was conducted and limited to an R&D department within the hardware development at an incumbent automotive firm. Department managers, section managers, project managers, and group managers were interviewed to deepen the understanding of the challenges that the company was facing. Findings indicate that it is important for leaders to consider challenges such as facing resistance to change, considering a new role as a leader, and ensuring psychological safety. This was elaborated on further and the two leadership models; transformational and servant leadership, were expected to contribute to a smoother change process. As psychological safety was seen as important in this change, the leaders had a mindset to encourage followers to take risks. This was done by promoting autonomy and encouraging followers to “test and try”. Servant leaders support agile principles and transformational leaders strive to encourage change initiative. These leadership approaches can therefore enhance and support organizational efforts in working more agile. However, there can not be drawn any conclusion of which leadership model is most suitable for change. Servant and transformational leadership show indications of which leadership attributes are desired for change. Leaders need to evaluate the change situation and the followers' needs to determine appropriate leadership approaches.
Traditionella tillverkningsföretag möter utmaningar med ny teknik, förändrad marknadsdynamik, ökade krav från kunder och hållbarhetskrav. Dessa förändringar har en stor effekt på hur organisationer hanteras och leds. Detta leder till utmaningar för ledare som ska kunna leda organisationen och människorna genom förändrade miljöer. Transformativt och tjänande ledarskap har utforskats under förändringar. Tidigare studier visar dock motstridiga åsikter om lämpliga ledarskapsmetoder för företag som står inför förändring. Denna studie försöker därför undersöka transformativt och tjänande ledarskap i agila förändringar. Syftet med detta examensarbete är att finna rekommendationer för ledare inom traditionella företag som står inför agila organisatoriska förändringar. En kvalitativ fallstudie genomfördes och avgränsas till hårdvaruutveckling inom en FoU-organisation i ett traditionellt tillverkningsföretag. Avdelningschefer, sektionschefer, projektledare och gruppchefer intervjuades för att fördjupa förståelsen för de utmaningar som företaget står inför. Resultaten visar indikationer på att det är viktigt för ledare att hantera utmaningar som till exempel att möta motstånd i förändringsarbetet, överväga en ny roll som ledare och att skapa trygghet. De två ledarskapsmodellerna; transformativt och tjänande ledarskap, förväntades bidra till en smidigare förändringsprocess. Trygghet ansågs vara viktig i denna förändring och därför hade ledarna en inställning att uppmuntra medarbetare att ta risker genom att ledarna främjade autonomi och uppmuntrar medarbetarna att testa och prova. Tjänande ledare stöder agila principer och transformativa ledare strävar efter att uppmuntra förändringsinitiativ. Dessa ledarskapsstrategier kan därför förbättra och stödja organisatoriska insatser för att arbeta mer agilt. Det kan dock inte dras någon slutsats om vilken ledarskapsmodell som är mest lämplig för förändring. Transformativt och tjänande ledarskap visar indikationer på vilka ledarskapsattribut som är önskvärda i en förändring. Ledare måste därför utvärdera förändringssituationer och medarbetarnas behov för att bestämma lämpliga ledarskapsstrategier.
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Sheh, Seow Wah. "Behavioural attributes of the transformational Chinese leader." access full-text online access from Digital dissertation consortium online access from ProQuest databases, 2002. http://libweb.cityu.edu.hk/cgi-bin/er/db/pqdiss.pl?3047749.

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Van, Tuyl Graham. "From engineer to co-creative catalyst : an inclusional and transformational journey." Thesis, University of Bath, 2009. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.524061.

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Samara, Abdelhamid. "The Role of Transformational Leadership in Organization Change Success." Thesis, University of Kalmar, Baltic Business School, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-1182.

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The purpose of this thesis is to gain better understanding of leading transformation in terms of effective change process models, transformational leaders characteristics and the impact of organization culture on change process. Organizations that handle change well thrive, whilst those that do not may struggle to survive. The thesis has a qualitative approach and the empirical data was gathered through telephone interviews and a webinar (Web-based seminar) with company‟s works in the field of consultancy namely EMERGE International ® and The Leadership Trust ®. I choose to focus on theories and conduct a review of several studies addressed the positive aspects of change and transformational leadership as part of organization change management practice. The main findings from this thesis is that, the approach taken to manage change mirrors the leader mindset and his ability to lead transformation and manage resistance based on becoming more aware of the dynamics of transformation in both human and process level. Further on, the leader needs to be competent in the process of transforming organization in term of his role as a change agent who facilitate, coach and consolidate the short-term wins achievements to ensure that individuals within the organization accept the changes and make progress towards the longer term goals. Moreover, the leader should ensure to design a change process that demonstrates the desired organization culture. Finally, the thesis recommended a model could be used by leaders to guide a transformation process at the organization. The methodology used is based on the scope of change and the degree of employee involvement.

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Kirumira, Mark Tonny. "The Change Process : An Insight in Transformational Leader's Competencies." Thesis, University of Kalmar, Baltic Business School, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-486.

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Purpose — this thesis aims at finding out the extent to which transformational leaders exercise the required competencies during the process of change within an organization. It’s simply meant to highlight the pros and cons that are evidenced within transformational leaders during the change process.

Design/ methodology/approach — the thesis relies on two cases involving mergers, notably HP-Compaq merger, and Volvo-Renault merger are used for the analysis. The reliance on models and concepts is employed, to test the empirical findings.

Findings — this paper illustrates that although transformational leaders competently fulfil their, there is a certain level of incompetence that arise during the process of change.

Originality/Value — this paper provides a detailed analysis of the transformational leader’s virtue and short comings during the process of change.

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Blume, Richard, Miriam Karell, and Andrew Outhwaite. "Strategic partnerships for transformational change towards a sustainable society." Thesis, Blekinge Tekniska Högskola, Avdelningen för maskinteknik, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-3705.

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Today, global socio-ecological problems are too complex and urgent for isolated actions, and cross-sector collaboration is increasingly required to generate transformational change towards a sustainable future. Partnerships between businesses and civil society organisations (CSOs) in particular have the potential to achieve the required change for sustainability. However, the ‘backcasting’ approach used in this study highlights a gap between current approaches and what partnerships might look like in a sustainable future. Research draws on literature, eighteen interviews and an action research project with Interface Europe. Results indicate that: 1) in the current paradigm shift, collaboration provides a competitive advantage; 2) individual, organisational and societal benefits of partnering are significant; 3) understanding the art and science of partnering is needed to make them work 4) organisational development and strategy affect partnership type and outcomes; 5) Corporate Social Responsibility efforts initiate cross-sector partnerships, but are responsive and fall short of being strategic; 6) articulation of visions for a sustainable future is rare and; 7) most partnerships are not aligned with core business strategies. In conclusion, dialogue across all sectors is advocated to co-create a sustainable future and The Natural Step Framework is recommended to align business planning and partnership strategies with sustainability.

Andrew Outhwaite (arouthwaite@gmail.com) Miriam Karell (jazzminq@gmail.com) Richard Blume (rblume@gmail.com) Website http://partnerships4SSD.blogspot.com

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Yu, Huen. "Transformational leadership and Hong Kong teachers' commitment to change." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape3/PQDD_0019/NQ53883.pdf.

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Dey, Ken. "The effectiveness of social media in advancing transformational change." Thesis, Gonzaga University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1537849.

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The goal of this study is to determine the effectiveness of social media in advancing transformational change. Successfully implementing transformational change in an organization is heavily dependent on the support of key stakeholders. But engaging those stakeholders requires effective communication. Transformational efforts often fail because of the lack of credible communication or a failure to define a vision that can be easily communicated (Kotter, 2007).

Researchers say that the key to successful transformational change is embracing a communication based in the realm of conversation where there is genuine two-way dialogue that is focused on listening and probing for more information (Dobbs, 2010). Creating conversations is a key component of social media: a platform of online tools designed to connect people and easily share information (Jue, Marr & Kassotakis, 2010). Social media has the potential to achieve employee engagement, enhance productivity and increase collaboration (Ou, C. J., Davison, R. M., Zhong, X., & Liang, Y.,2010).

To determine the effectiveness of social media at driving transformational change a study of existing literature related to transformational change and social media was coupled with a qualitative and quantitative study of organizational users of social media and stakeholders of those organizations. The study employed both a questionnaire and interviews. Results showed a clear preference for the use of social media as an effective form of relationship development and effective communication, but a challenge remains on how organizations can best use social media to create and sustain the relationships required to accomplish transformational change.

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Books on the topic "Transformational change"

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Transformational leadership. New Delhi: Macmillan India, 2003.

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Climate change and philosophy: Transformational possibilities. London: Continuum Intl Pub Group, 2010.

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Madan, Poornima, Shruti Tripathi, Fehmina Khalique, and Geetika Puri. Re-envisioning Organizations through Transformational Change. New York: Productivity Press, 2022. http://dx.doi.org/10.4324/9781003267751.

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Achieving transformational change in academic libraries. Oxford: Chandos Publishing, 2013.

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S, Bujak Joseph, ed. Leading transformational change: The physician-executive partnership. Chicago, Ill: Health Administration Press, 2001.

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Uitto, Juha I., and Geeta Batra, eds. Transformational Change for People and the Planet. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-78853-7.

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Gazley, Beth, and Katha Kissman, eds. Transformational Governance: How Boards Achieve Extraordinary Change. Hoboken, New Jersey: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119160540.

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Dobbs, Randy. Transformational leadership: A blueprint for real organizational change. Little Rock: Parkhurst Brothers, Inc., 2010.

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M, Bass Bernard. Transformational leadership: Industrial, military, and educational impact. Mahwah, N.J: Lawrence Erlbaum Associates, 1998.

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Young, Mike. Transformational Change in Environmental and Natural Resource Management. London ; New York : Routledge is an imprint of the Taylor: Routledge, 2016. http://dx.doi.org/10.4324/9781315715919.

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Book chapters on the topic "Transformational change"

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Demers, Guylaine, Cari Din, and Penny Werthner. "Transformational Change." In Improving Gender Equity in Sports Coaching, 53–69. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003028642-6.

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Batra, Geeta, Juha I. Uitto, and Osvaldo Feinstein. "Toward transformational change." In Environmental Evaluation and Global Development Institutions, 93–114. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003207979-6.

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Kotler, Philip, Marian Dingena, and Waldemar Pfoertsch. "Driving Change with Strategic Customers." In Transformational Sales, 9–39. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-20606-6_2.

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Singh, Riann, and Shalini Ramdeo. "Strategic Interventions: Transformational Change." In Leading Organizational Development and Change, 319–42. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-39123-2_15.

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Bain, Alan, and Lucia Zundans-Fraser. "Engaging with Transformational Change." In SpringerBriefs in Education, 73–75. Singapore: Springer Singapore, 2015. http://dx.doi.org/10.1007/978-981-10-0261-8_11.

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Brazer, S. David, Scott C. Bauer, and Bob L. Johnson. "Transformational Leadership and Change." In Leading Schools to Learn, Grow, and Thrive, 149–80. New York : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781315176123-8.

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Wood, Meena Kumari, and Nick Haddon. "Transformational levers for change." In Secondary Curriculum Transformed, 7–13. Abingdon, Oxon ; New York, NY : Routledge, 2021.: Routledge, 2020. http://dx.doi.org/10.4324/9781003022534-3.

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Kelly, Anthony. "Transformational theory and change." In Dynamic Management and Leadership in Education, 238–44. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003217220-24.

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Butler, Michael J. R., Suncan Pavlovic, Anastasia Pavlovic, and Bahar Ali Kazmi. "Transformational change in Africa." In Routledge Handbook of Organizational Change in Africa, 225–44. Abingdon, Oxon ; New York, NY : Routledge, 2018.: Routledge, 2018. http://dx.doi.org/10.4324/9781315630113-14.

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Doyle, Mike. "Selecting Managers for Transformational Change." In The Principles and Practice of Change, 205–21. London: Macmillan Education UK, 2009. http://dx.doi.org/10.1007/978-1-137-16511-4_13.

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Conference papers on the topic "Transformational change"

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Bruce, G., D. Eltringham, and G. French. "Managing Transformational Change in Shipbuilding & Shiprepairing Operations." In Newbuild 2000. RINA, 1995. http://dx.doi.org/10.3940/rina.newbd.1995.18.

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Lam, Chung H. "Invited tutorial: Phase Change Memory: Replacement or transformational." In 2012 IEEE Workshop on Microelectronics and Electron Devices (WMED). IEEE, 2012. http://dx.doi.org/10.1109/wmed.2012.6202604.

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"Organizational Knowledge and Change: The Role of Transformational HRIS." In 2nd International Workshop on Human Resource Information Systems. SciTePress - Science and and Technology Publications, 2008. http://dx.doi.org/10.5220/0001744001110123.

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Buchan, Rob. "Safety Can't Wait: A Global Campaign for Transformational Change." In SPE/IADC Drilling Conference. Society of Petroleum Engineers, 1999. http://dx.doi.org/10.2118/52797-ms.

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Shalavin, Courtney, and Elaine Huber. "Sustainable learning design in large transformational teaching and learning initiatives." In ASCILITE 2021: Back to the Future – ASCILITE ‘21. University of New England, Armidale, 2021. http://dx.doi.org/10.14742/ascilite2021.0147.

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Ensuring lasting impact of transformational teaching and learning initiatives in higher education can prove challenging. The sustainability of such initiatives may hinge on capacity building of teachers, balancing innovation and sustainability during the design process and ensuring that the story of change is shared beyond those involved in the initial transformation. Using a case study example, this concise paper discusses how a transformational teaching and learning initiative in a large Australian Business School is approaching sustainable learning design through co-design, capacity building and the dissemination of research.
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CHIȘ-MANOLACHE, Diana. "THE IMPORTANCE OF TRANSFORMATIONAL LEADERSHIP IN ORGANISATIONS." In SCIENTIFIC RESEARCH AND EDUCATION IN THE AIR FORCE. Publishing House of "Henri Coanda" Air Force Academy, 2022. http://dx.doi.org/10.19062/2247-3173.2022.23.19.

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Transformational leadership is an area of leadership that is frequently discussed nowadays because of its positive effects on organizations. This leadership style is preferred by leaders who believe that innovation and creativity are the best tools to streamline the organization and make it evolve. By personal example, transformational leaders manage to induce change in their subordinates and make them not afraid of change. They inspire and motivate their subordinates, giving them confidence in their own strengths and encouraging them to make decisions within the organization.
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Price, Louise. "P-62 Epaccs implementation: achieving clinical engagement through bottom-up transformational change." In People, Partnerships and Potential, 16 – 18 November 2016, Liverpool. British Medical Journal Publishing Group, 2016. http://dx.doi.org/10.1136/bmjspcare-2016-001245.86.

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Bai, Zhiyu, Boyi Liu, and Kevin Lee. "Piggy Banksy: A Transformational Playground for Social Change Through Playful Co-Creation." In CHI PLAY '19: The Annual Symposium on Computer-Human Interaction in Play. New York, NY, USA: ACM, 2019. http://dx.doi.org/10.1145/3341215.3356254.

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Meadati, Pavan, and Parminder K. Juneja. "Transformational Change: BIM-Led Indoor Environments for Public Universities in the United States." In International Conference on Construction and Real Estate Management 2016. Reston, VA: American Society of Civil Engineers, 2017. http://dx.doi.org/10.1061/9780784480274.003.

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Rodríguez, Judith. "Transformational Change through Leadership: Lessons from the First Electric Metro Line in Lima." In International Conference on Sustainable Infrastructure 2019. Reston, VA: American Society of Civil Engineers, 2019. http://dx.doi.org/10.1061/9780784482650.069.

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Reports on the topic "Transformational change"

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Dinwoodie, David, Corey Criswell, Rich Tallman, Phil Wilburn, Nick Petrie, and Laura Quinn. Transformational change: An ecosystem approach. Center for Creative Leadership, August 2014. http://dx.doi.org/10.35613/ccl.2014.1020.

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Huse, Thomas D. Transformational Leadership in the Era of Change. Fort Belvoir, VA: Defense Technical Information Center, May 2003. http://dx.doi.org/10.21236/ada416126.

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Cooper, Rachel, and Roz Price. Water Security and Climate Change. Institute of Development Studies (IDS), July 2021. http://dx.doi.org/10.19088/k4d.2021.116.

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Attention is coalescing around water and climate change, and the agendas for water security and climate action are converging. There is growing appreciation of water as a crosscutting mechanism for improving the effectiveness of global and national climate change policies (Smith et al., 2019). Water has long been recognised as a central component of climate change impacts as well as being an important consideration in mitigation and effective adaptation – where it can be both an enabling factor and a limiting factor (UN-Water, 2019). However, the connections go beyond just recognising the importance of water for climate change or simply making the “water sector” climate resilient; there is a need for system-wide coherence on water across different national and international agendas and transformational change of water management (UNESCO, UN-Water, 2020). The water crisis and the climate crisis require urgent action, and call for sustained and integrated support, leveraging complementary resources, with enhanced coordination in the context of growing uncertainties. As countries review and implement their Nationally Determined Contributions (NDCs) as part of the Paris Agreement, there is a unique opportunity to improve and enhance water management practices to increase climate resilience, improve ecosystems and reduce the risk of water-related disasters (UN-Water, 2019).
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Elliott, Kerry, Hilary Hollingsworth, Aiden Thornton, Liz Gillies, and Katherine Henderson. School leadership that cultivates collective efficacy: Emerging insights 2022. Australian Council for Educational Research, November 2022. http://dx.doi.org/10.37517/978-1-74286-694-9.

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The work of the Menzies School Leadership Incubator suggests we need a new approach to leadership that supports school leaders to better manage transformational change and deepen collaborative capacity necessary to cultivate collective efficacy to improve student learning outcomes. This paper provides a description of the work of the Menzies School Leadership Incubator (“the Incubator’) and insights generated so far. The Incubator has identified five leadership domains which underpin the leadership of Collective Efficacy: Understanding Collective Efficacy; Systems Leadership; Change Leadership; Team Leadership; and Collaborative Capacity.
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Futch Ehrlich, Valerie A. Leadership Development as a Lever for Social Change: An Evaluation Framework and Impact Storytelling Approach. Center for Creative Leadeship, 2022. http://dx.doi.org/10.35613/ccl.2022.2050.

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Founded with the mission to “advance the understanding, practice, and development of leadership for the benefit of society worldwide”, the Center for Creative Leadership (CCL) has served both the social and commercial sectors for over 50 years. Many of our programs across corporate, government, philanthropic, and social (e.g., NGOS, nonprofits, K12 institutions, higher education institutions, and population health organizations) sectors have the goal of improving outcomes for individual leaders and groups, and extending those outcomes to create impact at the organizational, community, or societal level. Our clients often aspire for large and transformational impact. They are interested in telling stories of impact – both immediate and sustained – that trace the power of their investment and its ability to result in improved outcomes for individuals, organizations, and communities. However, it’s often difficult or impossible to represent such impact without intentional planning and measurement. Using the idea of levers as a metaphor, we present a pathway for how leadership development across contexts can lead to larger scale impact, with examples from some of our current efforts to demonstrate this impact. We also provide a typology of stories that can be useful for communicating complex impact pathways. The typology provides metaphors for understanding the variety of layers of impact that contribute to societal change. Our work in support of this framework is continuously evolving, as we are learning, improving our measures, and identifying opportunities for increased evaluation efforts.
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Schneuwly, Sonja, and Caroline Chandler. Evaluation of transformational R&I policy: Lessons learned based on a retrospective review of food systems R&I investment in the EU. Fteval - Austrian Platform for Research and Technology Policy Evaluation, April 2022. http://dx.doi.org/10.22163/fteval.2022.549.

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This paper shares our experience of developing an EU-level baseline for research and innovation (R&I) in food systems, in support of the European Commission’s transformation agenda, with specific reference to the Food 2030 initiative. Food 2030 relates to the EU’s mission-oriented approach to R&I, viewing it within the context of a dynamic food system with multiple dependencies and many different actors. This approach aligns with a growing recognition that, in order to achieve transformational change, the interactions and interdependencies of all components within a given system and its relationship to other systems must be considered. In a transformative R&I system, innovation itself is no longer the endgoal but is viewed as an enabler to solve societal and environmental challenges (the end-objective). Linking such broader outcomes back to specific R&I inputs is not a straightforward endeavour. Furthermore, the inter- and transdisciplinary nature of a systems approach, as well as the nature of systems thinking itself, make it hard to define evaluative boundaries. Traditional public sector approaches to supporting R&I do not align well with such an approach, with implications for evaluating R&I policy. The paper focuses specifically on the novel aspects of the EU’s approach to framing food systems R&I and the evaluation challenges this presents, as well as how we have worked to mitigate these.
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Doesburg, John C. Vision and Revolutionary Change Transformation. Fort Belvoir, VA: Defense Technical Information Center, July 2001. http://dx.doi.org/10.21236/ada385905.

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King, Rick T. Army Transformation: A Cultural Change. Fort Belvoir, VA: Defense Technical Information Center, March 2008. http://dx.doi.org/10.21236/ada478330.

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Stephenson-Tetu, Karen. The Defense Civilian Workforce - Transformational Changes. Fort Belvoir, VA: Defense Technical Information Center, April 2003. http://dx.doi.org/10.21236/ada415778.

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Wright, Kenneth L. Transformation and Change Management for Strategic Leaders. Fort Belvoir, VA: Defense Technical Information Center, April 2002. http://dx.doi.org/10.21236/ada404197.

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