Self‐regulation, strategic leadership and paradox in organizational change

Abstract

PurposeThe purpose of this paper is to present a dispositional model using self‐regulation as a foundation for the strategic leadership of organizational change.Design/methodology/approachThis paper reviews the self‐regulation literature and regulatory‐focus theory in particular, and integrates this literature within the strategic leadership and organizational change literatures to present a dispositional model with propositions about the relationships between these literatures.FindingsStrategic leadership of organizational change should allow for co‐existent states of both continuity and change. Leadership teams should include a mix of individuals with promotion and prevention foci of self‐regulation and should provide for a regulatory fit that cascades throughout the organization.Practical implicationsLeaders should increase their self‐awareness of promotion and prevention styles of self‐regulation and rely on a mix of individuals that increase the chances of valuing and enhancing both continuity and change in their organizations.Originality/valueThis paper integrates the self‐regulation literature and concepts into discussion and theoretical development in the area of leadership and organizational change.