Vol. 2 No. 1 (2025): Leading Through Change
Peer-reviewed research on leadership practice, ethics and organisational change.
Articles
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Leading Change Fatigue: Evidence from Health Systems
Health organisations have undergone successive reforms, leaving many clinicians weary of new initiatives. This study examines change fatigue across six hospital groups using a two-wave survey of 940 staff and interviews with 38 managers. Fatigue was highest where changes overlapped and where employees saw little connection between a new programme and patient care. Leaders who sequenced initiatives, explained trade-offs and removed old tasks when adding new ones reduced fatigue and kept engagement steady. We argue that stopping work is as important a leadership skill as starting it. -
Board Governance and Strategic Renewal in Family Firms
Family firms face a tension between continuity and renewal. Drawing on data from 120 mid-sized family businesses over a decade, we examine how board composition relates to the launch of new products and markets. Boards with independent members and structured succession planning were more likely to renew their strategy without losing family cohesion. Founder dominance on the board had the opposite effect. The results inform advice on governance reform for family enterprises and on the timing of leadership transitions. -
Remote Leadership and Trust Repair After Conflict
Trust is harder to rebuild when conflict occurs between people who rarely meet. In an experiment with 310 remote managers, we tested apology, restitution and joint problem solving as ways to repair trust after a simulated breach. Joint problem solving restored trust most reliably, while apologies helped only when followed by visible action. Participants with prior face-to-face contact recovered faster. The article suggests how remote leaders can combine communication and concrete steps to repair relationships.
