Validating the organizational climate measure
In particular, it looks at how the structure and characteristics of leadership teams determine large change outcomes in organizations.
Torbert and Associates (2004) approach the subject of organizational transformation purely from the leadership standpoint irrespective of method and practice.Since the time that large transformational changes in organizations became the subject of research in the fields of management and leadership studies, it appears that only one in three change initiatives has been deemed successful (Meaney & Pung, 2008).Social scientists, psychologists and organizational developers have amassed thousands of volumes about change management and the role of leadership in change initiatives (Vinson & Pung, 2006).The purpose of this case study research is to determine how post-conventional leadership as defined by Rooke and Torbert (1998) affects the outcome of large transformational change in organizations.In particular, this research aims to link post-conventional leadership with the way organizations structure their leadership teams for large change initiatives and the results they achieve.This theory comes from the work of Bill Torbert and his colleagues.
Along with this theory, the researcher explores a change leadership team structure (holarchy) and characteristics associated with a holistic team organized along the integral dimensions of interior-exterior and individual-collective.
This evolution is guided by the experiences of the individual, which start early in life (Simcox, 2005).
Torbert and Associates (2004) posit that only in the last three of the seven stages of leadership development do individuals have enough reflective meaning-making to successfully drive transformational change.
This research follows a comparative case study research methodology.
Senior leaders of an organization that has undergone at least two large transformations in the last 5 years provided the details for this research.
To make matters worse, we are clueless on the leaders’ developmental stages and on the unintended consequences of their assignment.