Self-regulation, strategic leadership and paradox in organizational change

Purpose - The 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/approach - This 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. Findings - Strategic 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 implications - Leaders 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/value - This paper integrates the self-regulation literature and concepts into discussion and theoretical development in the area of leadership and organizational change.