An in-depth view of the facets, antecedents and effects of leaders’ change competency: lessons from a case study

Krummaker, S. and Vogel, B. ORCID: https://orcid.org/0000-0003-1577-6576 (2013) An in-depth view of the facets, antecedents and effects of leaders’ change competency: lessons from a case study. Journal of Applied Behavioral Science, 49 (3). pp. 279-307. ISSN 1552-6879 doi: 10.1177/0021886312469442

Abstract/Summary

Leaders across companies initiate and implement change and thus are crucial for successful organizations. This study takes a competency perspective on leaders and investigates the competencies leaders show to facilitate effective change. The article explores the content of the construct of leaders’ change competency and examines its antecedents and effects. We conducted a case study in a German tourism company undergoing a major change process. The study identified (a) distinct content facets regarding the construct of leaders’ change competency along its two dimensions of leaders’ readiness for change and leaders’ change ability; (b) the construct’s antecedents, specifically contextual factors, leaders’ competency potentials, and attitudes toward change; and (c) beneficial effects of leaders’ change competency. The study ends with implications for research and leadership practice as well as suggestions for future studies on leaders’ change competency.