Leadership in organisational change: A post-structuralist research agenda

The organisational change literature remains dominated by macro- and microexplanatory models which tend to exclude conflict, mess and power in favour of enumerating universalistic steps or, as is the subject of this article, leadership definitions and factors for successful change. In this article, I review and question some of the mainstream literature on leadership in organisational change, drawing on Laclau and Mouffe’s political discourse theory and its mobilisation by critical leadership studies of organisational change. This article problematises change leadership as a set of multiple and changing practices, pragmatically deployed by organisational players. In exploring those avenues, I deploy a five-step ‘logics of critical explanation’ approach – specifically designed by Laclauian discourse theorists – characterising organisational change practices according to social (rules and norms), political (inclusions and exclusions) and fantasmatic (fears and hopes) logics. Rather than a set of factors or top–down causes and effects, I offer a situated and critical explanation of leadership in organisational change. This research contributes to critical explanations of organisational change politics by considering leadership as a set of changing discursive practices and by developing four situated dimensions of leadership, which build on concepts of empty and floating signifiers, to add to discussions of the role of individuals in organisational politics