Culture-change and the leader-follower subsystem

Summary form only given. Organizational research has emphasized the importance of considering leader-follower interaction when designing any organizational change. Such research has indicated that followers can change the behavior of their leaders. Many recommendations for organizational culture change emphasize methods for the leader, but provide little guidance for followers. The authors argue that practitioners cannot facilitate effective culture-change interventions without proper attention to the leader-follower subsystem. Methods for managing culture change need to reflect this bidirectional emphasis. Culture change emphasizing continuous performance improvement is considered.<
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