Title: Collective leadership and social logics: a new strategic change management challenge

Authors: Emmanuelle Avon

Addresses: Centre Humanismes, Gestions, Mondialisation, HEC, Montreal, Department of Administrative Sciences, Universite du Quebec en Outaouais, Pavillon, Lucien-Brault, 101 rue Saint-Jean-Bosco, bur. A-2230, Case postale 1250, succ. Hull, Gatineau, Quebec, J8X 3X7, Canada

Abstract: This paper argues the importance of engaging a political negotiation process to design and deliver strategic change. This intervention research shows that enabling a political negotiation process generates and empowers a new form of leadership to drive change: the collective leadership. A new form of strategic change management method was designed and implemented to empower these tacit social logics to generate change. The hermeneutic dynamic of social logic revealed a predisposition for change at the operational level and a change resistance at the managerial level. The collective leadership is generated from the social logics of transformation and innovation within the social structure. In this business case, the collective leadership enables organisational change and innovation and becomes a new strategic change management challenge.

Keywords: strategic management; strategic change management; innovation; collective leadership; social logics; change implementation; human capital; political negotiation; hermeneutic dynamics; change resistance; change predisposition.

DOI: 10.1504/IJLIC.2008.020154

International Journal of Learning and Intellectual Capital, 2008 Vol.5 No.2, pp.241 - 258

Available online: 03 Sep 2008 *

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