| This case study investigated the relationship between leadership practices and organizational culture contributing to the process of organizational change in Christian congregations. Researchers have attributed transformational leadership practices and organizational culture-type to the process of organizational change, yet questions exist regarding their interactive effect on the change process. The purpose of this study was to understand the interaction of leadership and organizational culture in a congregation-specific organizational change model leading to further development of such models. Data were gathered for this nonprobability, purposive case study through in-depth interviews with 6 members of a learning cohort of senior pastors who had participated in a structured organizational change process. Initially the transcribed interviews and journal notes were coded in primary categories of leadership, organizational culture, and innovation. Primary coding was refined using a grid of specific transformational leadership practices, qualities of organizational culture, and depth and type of innovation. Results indicated differences in preferred leadership focus resulting in issues of trust, conflict, and divergent perceptions of a formal organizational change process within the organizations. These data guided suggestions for enhancement to a congregation-specific organizational change model. The results of this study may also be used in the development of other organizational change models specific to religious nonprofit organizations. The study contributes to positive social change as it guides the development of congregations to meet new challenges; develop meaningful services to their clients; and establish positive, lasting change in local communities and beyond. |
