Positive Psychology at Work:

Leadership Change Behaviour

Having established the different approaches to change and their relationship to success, Rowland and Higgs moved on to consider the different behaviours exhibited by leaders, and how these were or were not associated with the different approaches to change. Via a factor analysis, they identified three key ‘styles’ of change leadership behaviour evident in the stories: shaping, framing and creating capacity.

1) Shaping change

Someone who uses shaping behaviour likes to be the mover and shaker of change. They set the pace, expecting others to follow. They can be very expressive and persuasive. In another context Higgs refers to this as ‘hero leadership’ (2009): the change comes solely from the leader's activity, energy and inspiration.

2) Framing change

Here the leader works with others to create vision and direction, they share an overall plan of what needs to be done and the leader gives others the space to do what they need within the business goals. Someone exhibiting these behaviours is seeking to change how things are done as well as what is done.

3) Creating capacity

The behaviour associated with this approach is that of developing the skills of others so the whole organization becomes involved in creating the change. Leaders who work this way are likely to provide coaching and support.

These different behaviour styles correlated well with the different approaches to change: shaping behaviours are strongly associated with a directive approach, framing ...