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Dissertation
Communicating planned change: a case study of leadership credibility
Doctor of Philosophy (Ph.D.), Drexel University
Jun 2004
DOI:
https://doi.org/10.17918/etd-324
Abstract
This case study investigated how the executive (i.e., CEO, COO, CIO) leadersof a mid-west financial organization increased their credibility during a plannedorganizational change. This research focused specifically on the relationship betweenthe leaders' communication of a planned change and the leadership teams' credibility. A qualitative methodology approach was used to capture the individual experiencesfrom the employees. Phenomenological interviewing was the primary source of datacollection and analysis. Data collection included face-to-face interviews with 25participants, a thorough review of archival data and participant observer field notes. The results suggest three themes and seven categories contributed to thebuilding of leadership credibility through meaningful and effective communications:The Change 1. Re-branding the Vision: The leadership team had a vision, to re-brand theorganization; 2. Employee Support of Change: Most participants supported the new vision and thought the change to consistent and streamlined processes across all localbanks was long overdue; 3. Connectedness to New Organization: Most participants began to identify with the change through the new logo and wearing the logo pin. They felt a strong sense of connection or "oneness" with the new organization; The Leaders4. Unified Leadership Team: Most participants saw the three leaders functionmore as a leadership team than as individuals as they communicated aunifying change message; 5. Credible and Visible Leaders: Most participants believed leadership credibility increased during the change and thought the change helped theleaders become more visible to the organization during the change process; The Communication 6. Communication Process: In most instances participants believed a well structured, well orchestrated, multi-channel communication process wascritical for supporting the change and for increasing the leaders' credibility;7. Reinforcing the Change: Face-to-face, follow-up meetings helped to reinforcethe change and were perceived by most participants as significant forincreasing leadership credibility. Analysis of the data suggests a strong, positive relationship among 1) the nature of the change (a re-branding that was viewed positively by participants), 2) the credibility of the leaders was evident in their communication throughout the change process, and 3) the change communication process was perceived as well structured by participants.
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Details
- Title
- Communicating planned change
- Creators
- Stephanie S. Gradwell - DU
- Contributors
- Liz Haslam (Advisor) - Drexel University (1970-)
- Awarding Institution
- Drexel University
- Degree Awarded
- Doctor of Philosophy (Ph.D.)
- Publisher
- Drexel University; Philadelphia, Pennsylvania
- Resource Type
- Dissertation
- Language
- English
- Academic Unit
- School of Education (1997-2026); Drexel University
- Other Identifier
- 324; 991014632424404721