Show simple item record

dc.contributor.authorSadarić, Antonio
dc.contributor.authorSkerlavaj, Miha
dc.date.accessioned2023-03-03T14:00:58Z
dc.date.available2023-03-03T14:00:58Z
dc.date.created2023-03-01T11:00:26Z
dc.date.issued2023
dc.identifier.issn1580-0466
dc.identifier.urihttps://hdl.handle.net/11250/3055792
dc.description.abstractIntroduction: Recent studies on change agency and organizational change failure have significantly broadened the organizational behavior perspective on individual change experiences, however, the underlying mechanism for change leaders’ influential behavior remains a relatively underspecified area. Objectives: Our central theoretical contribution focuses on the ways in which linking the findings from different research areas that deal with storytelling and persuasive communication can contribute to understanding the underlying mechanism of change leaders’ influential behavior. Methods: We examine the various strands of research in management concerned with change leadership and persuasive communication, and propose a multidisciplinary perspective from developmental psychology, linguistics, political science, consumer psychology, and religious studies. Results: Our approach draws on the key theoretical perspectives from the social cognitive theory and commensurable interdisciplinary findings as the basis for a narrative-based process model of change leaders’ influential behavior. Our model includes propositions about the change leader’s interpretation of ideological change as well as the change leader’s process of sensemaking and sensegiving. Conclusion: We argue that the change leader’s persuasive communication efforts are based on the leader’s narrative intelligence and influence, which promote the change recipient’s attachment formation.en_US
dc.language.isoengen_US
dc.publisherEBRen_US
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 Internasjonal*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/deed.no*
dc.subjectChange leadershipen_US
dc.subjectPersuasive communicationen_US
dc.subjectNarrative-based process modelen_US
dc.subjectSocial cognitive theoryen_US
dc.titleGiving Sense to Change Leadership: Towards a Narrative-Based Process Modelen_US
dc.title.alternativeGiving Sense to Change Leadership: Towards a Narrative-Based Process Modelen_US
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.description.versionpublishedVersionen_US
dc.source.volume25en_US
dc.source.journalEconomic and Business Reviewen_US
dc.source.issue1en_US
dc.identifier.doi10.15458/2335-4216.1317
dc.identifier.cristin2130404
cristin.ispublishedtrue
cristin.fulltextoriginal
cristin.qualitycode1


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record

Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal
Except where otherwise noted, this item's license is described as Attribution-NonCommercial-NoDerivatives 4.0 Internasjonal