Dissertation/Thesis Abstract

Building Change Agility within Teams
by Bersos, Tiffany N., M.S., Pepperdine University, 2020, 83; 27958706
Abstract (Summary)

Change is necessary for an organization to be successful. However, poorly executed change, with ill-equipped leaders and unprepared teams, often result in failed efforts. Leaders can have a direct impact on their team’s change agility and successful change initiatives. This study looked at team leaders and individual contributors across a variety of industries and explored ways that team leaders can build change agility. This study addressed three research questions: how participants defined the role of a leader, what individuals observed about themselves when at their best during a change, and what practices they believed would aid in building change agility and change capacity. Themes were identified and categorized for data analysis. Key themes were summarized and key research findings were discussed. Key recommendations for people leaders highlight the importance of communication, ways to normalize change and discomfort; opportunities for feedback, recognition, and reinforcement; and ways to develop and build capabilities.

Indexing (document details)
Advisor: Mangiofico, Gary
Commitee: Lacey, Miriam
School: Pepperdine University
Department: Organizational Development
School Location: United States -- California
Source: MAI 81/11(E), Masters Abstracts International
Subjects: Management, Organizational behavior, Organization Theory
Keywords: Agility, Capacity building, Communication, Leadership, Organizational change
Publication Number: 27958706
ISBN: 9798641903514
Copyright © 2021 ProQuest LLC. All rights reserved. Terms and Conditions Privacy Policy Cookie Policy