Abstract

Organizational change and change management involve adjustments to organizations' systems, values, structures, and strategies. Effective leadership is critical in guiding these transformations, particularly in sectors like defense, higher education, automotive, and cosmetics, where complexities and resistance to change are common. This study investigates how different leadership styles, specifically those within the developmental leadership framework, address organizational change challenges.

The study’s methodology is based on an inductive, qualitative approach, employing semi-structured interviews and Grounded Theory to construct a theoretical model. Interviews with leaders from diverse organizations, including Saab AB Aeronautics, L'Oréal AB, the Swedish Armed Forces, and multiple universities, informed the study’s findings. The "Developmental Leadership Model" highlights six critical abilities that leaders apply to navigate change: Situational Alertness, Harmonious Adapting, Indirect Autonomy, Feedback Acquiring, Authentic Conduct, and Team Interconnecting.

This model contributes to the literature by offering a unique, adaptable framework that integrates both empathy-driven and strategic leadership practices. Key findings emphasize that leaders should remain adaptable, fostering transparent communication and supportive team environments. Ultimately, this model provides actionable strategies for leaders facing the challenges of organizational transformation, reinforcing the importance of team cohesion, flexibility, and open feedback channels.

Key Findings:

1.     Leaders often face challenges in managing resistance and fostering adaptability within teams.

2.     The Developmental Leadership Model’s six abilities provide a structured approach to overcoming these barriers and effectively implementing change.

The study concludes with practical insights on how leaders can apply this model across various organizational contexts, supporting sustainable change across industries.