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European Management Journal
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1. Occurs through continually learning about environment.

2. Occurs by encouraging employees to understand and adapt to changes

3. Is part of an ongoing process of adapting.

4. Is a slow process, which emerges over time.

5. Is about matching the organizations’ capabilities to the business environment

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1. Emanates from senior management.

2. Occurs through company-wide change programs.

3. Occurs through changing individual knowledge and attitudes.

4. Occurs through a systematic process of well-managed events.

5. Is monitored through a regular progress survey.

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Title: The effectiveness and specificity of change management in a public organization: Transformational leadership

Author: Joris van der  Voet

He completed his PhD in 2014 from the Department of Public Administration at Erasmus University Rotterdam.

The thesis he defended during his PhD was on “Leading Change in Public Organisations’.

Used to work at the Institute of Public Governance and Management at ESADE Business School, Barcelona, as a postdoctoral researcher.

The field of focus during his postdoctoral research was innovation in the public sector.

He was awarded the NOW Veni grant of 250,000 Euros. The research project he was working on was “Innovation Capacity in Times of Financial Decline”.

He has a total of 37 publications in a variety of journals.

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Implication of Leadership and Change Management 

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Implication of Leadership and Change Management 

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The objective of leadership and change management is to generate more efficiency in the working of a public sector organisation.

Research on change management has only addressed the role of contextual factors during organisational change but not the specific contextual characteristic of public organisations.

Leadership and Change management aims at restructuring the organisation by making it more centralized or decentralized.

The organisation needs to choose the amount of centralization and decentralization within the organisation because with higher centralization there will be less innovation and with higher decentralization, there will be more innovation.

Bureaucratic organisations should consist of both planned and emergent change systems because in a planned change system there is a higher amount of supervision whereas in the case of an emergent change system there is more autonomy in the hands of the employees.

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In a bureaucratic organization, direct supervisors play a crucial leadership role during organizational change.

The effective ways of bringing change in a bureaucratic organization can be both planned and emergent approaches to change.

In the process of change management, the role of both senior as well as the direct supervisor are necessary.

Transformational leadership behavior of direct supervisors contributes greatly to the emergent approach of change but only in the non-bureaucratic organization as compared to the Planned approach of change

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The author's main source of data is the private-sector research, as change management has been one of the main issues in organisations during the last decade.

The author's approach is focused primarily on the organisational structure, as the objective has been to assess various change management approaches used by the public organisations. Another aim of the author is to observe and study how the bureaucratic organisational structure is affected by the organisations' transformative leadership.

The ‘Stadsontwikkeling Rotterdam’ issue was selected for study and research. The procedure consisted of outlining the degree of bureaucratic structure and distinguishing between high and low level.