Organizational Science
Online ISSN : 2187-932X
Print ISSN : 0286-9713
ISSN-L : 0286-9713
An Empirical Study of the Mechanism by which Transformational Leadership Causes Continuous Emergent Change Processes:
Radical Organizational Changes for Public-Private Partnerships
Hirohiko Machida
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2022 Volume 55 Issue 4 Pages 55-66


The literature on radical organizational changes, represented by Plowman et al. (2007), indicates that it is attributable to continuous emergent change processes occurring unintentionally. However, previous studies have not examined the possibility that such processes can occur through solid leadership with a clear intention. This article uses empirical data to verify a team’s “boundary spanner” function resulting from transformational leadership (TFL), which leads to a continuous emergent change process. The mechanism is as follows: Aiming to realize a public-private partnership, a newly-founded team gradually assumes the function of a“ boundary spanner” through the above-mentioned leadership, and initiates the emergence of a continuous change process. The results verify this mechanism. Furthermore, the article establishes that TFL could negatively influence the mechanism if it fully commits to it.

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