Permission-based Leadership and Change Management in Hong Kong's Nongovernment Organisations

Wong Michael () and Yeung Davey ()
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Wong Michael: Hong Kong Nang Yan College of Higher Education, Hong Kong
Yeung Davey: Hong Kong Nang Yan College of Higher Education, Hong Kong

Nang Yan Business Journal, 2014, vol. 3, issue 1, 67-91

Abstract: This study addresses the management of transformational change by chief executives in nongovernment organisations (NGOs) in Hong Kong. The study takes an exploratory approach with interviews of 18 chief executives from a cross section of Hong Kong's NGOs. The findings indicate that organisational transformation is driven by increasing competition within the NGO sector and from commercial firms, by a demand for greater transparency and by internal forces. These factors are countered by structural inertia. Leadership of the organisational transformation of an NGO is permission-based; agreement from the various stakeholders must be gained to execute a successful transformation. The chief executive should have a humanistic style and be visionary, ethical and participative. Constant communication and involvement facilitate this process. Through this approach, followers will have a greater commitment to the organisational transformation. Organisational change is a combination of planned and emergent processes. The chief executive should relax control and foster a nurturing environment for transformation. This research suggests a leadership style, behavioural approach and model for managing change that will provide chief executives and senior leaders with useful considerations and insights.

Keywords: Permission-based leadership; non-profit organisation; emergent change; planned change; change barriers; M10 (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:vrs:nybujo:v:3:y:2014:i:1:p:67-91:n:6

DOI: 10.1515/nybj-2015-0006

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