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Title: Transformational change across health, social care and third sector organisations : a constructivist grounded theory enquiry into organisational readiness in Scotland
Author: Douglas, Lynne N.
ISNI:       0000 0004 7231 0956
Awarding Body: Glasgow Caledonian University
Current Institution: Glasgow Caledonian University
Date of Award: 2017
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This research provides an insight into the lived experiences of participating chief executive officers as they navigate transformational change, alongside the complex shifting landscape of public service reform in Scotland. A constructivist grounded theory method was used and semi structured interviews with nine chief executives from health, councils and third sector organisations undertaken. Using constant comparative analysis and continual personal reflexivity, key themes emerged, which led to the development of a substantive grounded theory. The core themes of Multiple Realities, Holding Ambiguity and Corporate Dance, detail the conflicts and enablers that impact on the implementation of transformational change across Scotland’s public service. The core category of ’Relational Awareness’ and the insights into leadership and individual skills required to implement a successful transformational change as a leader are discussed. Challenging barriers to delivering transformational change were found. Hindered by the underlying cultural context and relationships which exist; the mindset the leaders have regarding change, and what the leaders attend to as they begin to lead a transformational change, are all factors which impact on the readiness to deliver large-scale transformation. The social process change theory utilizes a novel framework which takes cognisance of the current systems thinking literature and characteristics of leadership to co-create emergent change that goes beyond just a technical fix. This led to the emergence of a substantive theory. The readiness to deliver transformational change across Scotland’s public services appears hindered by the relational awareness of leaders. It requires a holistic intention approach to deliver a mindset shift across stakeholders if public service reform and radical change is to be delivered. This substantive theory, which is offered, suggests the need for a new holistic approach to the intentions of leaders in public services if a readiness to deliver large-scale transformation is to be increased. Furthermore there is a need for the leaders to have a safe space created to explore the vulnerabilities they have and consider the impact of their own thoughts on the change they are responsible for delivering. The Holistic Intentions Conceptual Framework has been developed from the data to address this, drawing on the transformational change and leadership theory literature for managing systems wide change. This work has potential currency and is a timely new addition to the body of knowledge regarding transformational change and learning in the context of Scotland’s public service reform agenda.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Prof.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available