Date of Award

12-2024

Degree Name

Doctor of Philosophy

Department

Education and Human Development

First Advisor

David Szabla, Ed.D.

Second Advisor

Beixi Li, Ph.D.

Third Advisor

Susan Long, Ph.D.

Keywords

Change leadership, change management, free association narrative interview methods, participatory change, psychodynamics, unconscious processes

Abstract

This dissertation explores the varied dynamics impacting how organizational leaders conceptualize and enact their roles in participatory change processes. To that end, a multiple-case study informed by a psycho-social approach and using Free Association Narrative Interview (FANI) methods was conducted. Each case was comprised of a single business leader. The findings, presented through individual case analyses and cross-case comparisons, reveal a discrepancy between leaders’ rhetoric and the reality of their change leadership behaviors. While leaders express support for collaborative change, factors such as a desire for control, fear of failure, and bias toward their own capabilities lead them to adopt more top-down approaches. This study highlights the tension leaders face between the societal preference for participatory change and the pressure to achieve enterprise-task results. Additionally, the dissertation underscores the value of psycho-social methods in uncovering hidden dynamics shaping leadership behavior in the change management context and offers implications for theory, practice, and future research in organizational change. By bringing unconscious processes to light, and identifying the tensions faced by change leaders, the study aims to support leaders in more effectively navigating the complexities of participatory organizational change.

Access Setting

Dissertation-Open Access

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