The dynamics of collective leadership and strategic change in pluralistic organizations

In this article, we draw on five case studies in health care organizations to develop a process theory of strategic change in pluralistic settings characterized by diffuse power and divergent objectives. The creation of a collective leadership group in which members play complementary roles appears critical in achieving change. However, collective leadership is fragile. We identify three levels of coupling between leaders, organization, and environment that need to be mobilized to permit change. Since it is difficult to maintain coupling at all levels simultaneously, change tends to proceed sporadically, driven by the effects of leaders' actions on their political positions.