, Ph.D. in Economics, Associate Professor, Sumy State University, Ukraine.
The paper aims to review the dominating literature and recent findings on leadership phenomenon and its role in organizational change. The studies in sphere of strategic management, organizational theories and social development theories were analyzed to reveal the main features of the leadership. A four-element model for leadership change is proposed, mostly based on the mediating role of transformational leader. The change forces are presented as a combination of transformational leader, the change agents, the change operators and the environment (including endogenous and exogenous factors). As an alternative for competition between transformational leaders and transactional leaders, this paper introduces the network leadership, more beneficial in terms of rapid organizational transformation.
Keywords: transformational leadership, transactional leadership, organizational change, organizational development, network leadership, change forces.
JEL Classification: I20, I21, M12, M14.
Cite as: Shvindina, H. (2017). Leadership as a driver for organizational change. Business Ethics and Leadership, 1(1), 74-82. Doi: 10.21272/bel.2017.1-09
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