Pilots for change: exploring organisational change through distributed leadership

Abstract

Purpose – Little is known about how and why pilots are useful in the context of organisational change. There has similarly been little attention to processes of distributed leadership in organisational change. The purpose of this paper is to develop a theoretical argument relating to how key aspects shaping organisational change can be addressed by distributed change leadership through the mechanism of pilots. Design/methodology/approach – The paper contribution is to review extant literature on change management and distributed leadership to build a model of distributed change leadership. Findings – The paper outlines how the model of distributed change leadership can be applied through a pilot strategy to help engender commitment and learning, as well as contextualising the change to cope with the complexities of the situation. Practical implications – The paper concludes with a discussion on the opportunities distributed leadership through pilots can bring to the effectiveness of organisational change interventions. The paper identifies a series of research propositions to help guide future directions for research. Finally the paper explores practical implications of the suggestions. Originality/value – There is an absence of discussion on distributed leadership within the context of change management. Further the mechanism of pilots shaped by distributed leadership has not been explored. This paper is intended to provide a stimulus for exploring this important area in terms of shaping thinking and designs for organisational change to enhance effectiveness.