article source: Higgs, M., & Rowland, D. (2011), The Journal of Applied Behavioral Science, 47(3), pp.: 309-335, course "Management of Change", Halmstad University

1. Higgs, M., & Rowland, D. (2011), The Journal of Applied Behavioral
Science, 47(3), pp.: 309-335.
CO URS E : MANAGE ME NT O F CH ANGE
1 5 . 09 . 2 0 11 , HH
JAME S AND CO RINNA

2. INTRODUCTION
This article seeks to explore the impact of leaders’ behaviors
on the successful implementation of change. Analyses of the
data indicated that leader-centric behaviors have an adverse
impact on change implementation. It was evident that
leaders who experienced the highest levels of success
deployed all four of the behavior sets and minimal presence
of leader-centric behaviors
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3. THEORY 1/2
• source: literature of leadership behavior + change leadership and their
old model (2005)  3 main behavioral sets:
 shaping behavior (his/her communication & actions)
 framing change (starting points, communicating guiding
principles)
 creating capacity (create capabilities, performance expectations)
• new model (2011)  4 behavioral sets:
a. attractor (goal-oriented energy force of pulling people through
the change)
b. edge and tension (disturbance to create the awareness to change)
c. container (channeling energy to support and calm people)
d. transforming space (instantly change of the present moment)
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4. THEORY 2/2
• high success in change management: mix of different behavioral sets
• linkages between the models:
 attractor + edge & tension + container = „framing“ (old)
 container + transforming space = „creating“ (old)
 attractor + edge & tension + container + transforming space =
„framcap“ (combi of framing and creating)
• different approaches to change:
 directive (top-down, no – little involvement, plan)
 self-assembly (top-down, little involvement: local managers)
 master (set in tmt, open dialogue & inputs of others, many actions)
 emergent (initiated everywhere, support of other firm members)
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5. STUDY 1/2
-Research questions
Research Question 1: Are leaders who exhibit behaviors that combine
those of “Framing” and “Creating” more effective in implementing
change than those who do not exhibit such behaviors?
Research Question 2: Do leader-centric (Shaping) behaviors have a less
negative impact on change success when combined with facilitating and
engaging behaviors?
-Informations of sample
1.Interviews sample that comprised 65 stories relating to change
initiatives provided by leaders from 33 organizations..
2. Each interview lasted for between 1 and 1.5 hours. The interviews
were recorded and the recordings transcribed.
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6. STUDY 2/2
A possible change leadership framework
1. Leaders need to focus efforts on doing change with people rather than doing
change to them
2. The former approach and the associated behaviors provide a basis for more
effective and successful change implementation
3. Leaders need to consider over and over again when the phenomenon within
the context of organizational change
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