Leading Change in the New Professional Service Firm: Characterizing Strategic Leadership in a Global Context

Leading Change in the New Professional Service Firm: Characterizing Strategic Leadership in a Global Context

This chapter examines the impact of adopting a global strategy upon leaders’ roles and identities in an engineering consultancy firm. Drawing upon process and social practice perspectives on leadership; our results explain leaders’ resistance to changing practices despite major process changes as du...

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Hauptverfasser: Fenton, Evelyn, Pettigrew, Andrew
Format: Buchkapitel
Sprache:eng
Schlagworte:
Identity
Leadership
Professionalism
Service industries
Services
Strategies
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Pettigrew, Andrew
description This chapter examines the impact of adopting a global strategy upon leaders’ roles and identities in an engineering consultancy firm. Drawing upon process and social practice perspectives on leadership; our results explain leaders’ resistance to changing practices despite major process changes as due to the threats to their identity caused by the new role requirements to implement a global strategy. Our emerging process and social practice model of leadership highlights the complementary nature of process and practice change, creates a distinction between good and malign ambiguity in professional services firms and has implications for regulating the pace and timing of major changes which impact upon professional identities.
doi_str_mv 10.1016/S0733-558X(06)24005-9
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source Emerald Books Business Management And Economics; Sociological Abstracts
subjects Identity
Leadership
Professionalism
Service industries
Services
Strategies
title Leading Change in the New Professional Service Firm: Characterizing Strategic Leadership in a Global Context
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