An informed practice for leading change collaboratively

Abstract

Purpose The purpose of this paper is to offer an informed method of collaboration for leaders in organizations to support adaptation to dynamic changes and challenges. Design/methodology/approach A qualitative analysis was undertaken to utilize change style preferences and personal resources in coping and responding to the extraordinary change brought about by the Covid pandemic. The Change Style Indicator (CSI) instrument and a qualitative reflection were the methods used to understand the near-term effect of this crisis. Findings Our findings require leaders to focus change efforts beyond organizational structure, as the work of change leadership is built upon interpersonal and individual responses and behaviors. Recommendations for leading through and recovering during dynamic change require customizing leader responses using inherent individual preferences for change and personal resource needs beyond system-wide organizational change initiatives Originality/value The paper offers an informed and intentional practice of leading during abrupt unpredictable change by examining typical change style preferences and reflections on personal resources utilized to respond during dynamic change. A strong recommendation for empathetic and collaborative leadership practice to support all stakeholders to adapt to change events is presented. Providing insight into how individuals typically respond to complex, unplanned change, helps inform and increase leadership capabilities and capacities for adapting during complex change.

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