| This research study extends our understanding of the organizational change process by focusing on the conversations that senior leaders use to create and sustain business transformation. There is a focus on organizational discourse theory, with attention to organizational development, change management, leadership theories, and where leadership conversations are situated in the literature. Conversation is an important part of effective leadership and change (Marshak, 2002). To effectively navigate change, senior leadership conversations must provide context and vision (Kotter, 1996), meaning and purpose (Weick, 1995), and influence and shape the change process (Ford & Ford, 1995, 2008). A qualitative methodology referred to as phenomenography (Marton, 1981) was designed to investigate variation in experiences and was selected for this research study. Five variations in meaning that senior leaders have of their leadership conversations with direct reports were identified. Senior leader meaning varies from an individual perspective, to process-oriented perspective, to a transformation perspective as opportunities for creating the greatest organizational change. This research study makes conscious what had been unseen and will lead to opportunities in positively influencing change initiatives, leadership development, and strategic organizational approaches. |
