Leading and Managing Change through Adaptors and Innovators

Abstract

This study outlines an Italian experience with a large organization in the field of Health Care where major strategical and organizational changes have been carried out during the past 5 years. One of the aspects which has been studied is the relationship between leadership (cognitive) styles and change. The Adaption-Innovation concept and measure (Kirton, 1976, 1989) were applied to the top planning team and the operating team of the structure causing amazing results.

The cognitive profile of the leaders of the organizations reflects the kind of vision, mission and managerial decisions they possessed. When leading change, cognitive style has proven to be a strategical weapon and a resource, both at an individual and at a team level. The management of change is in the particular case assumed to be a magical and scientific ability to deal with both the styles within departments, units and offices, in order to keep both the cognitive strategies alive and effective. Implications and application so these finding might be relevant for change management theory and practice.