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A Theoretical Analysis of Managerial Growth in the Context of Organizational Change

Author

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  • Aušra Kolbergytė

    (Lifelong Learning Laboratory, Mykolas Romeris University, 08303 Vilnius, Lithuania)

  • Aistė Dromantaitė

    (Management and Politic Science Institute, Mykolas Romeris University, 08303 Vilnius, Lithuania)

Abstract

In analyzing the theoretical literature on managerial growth in the context of organizational change, an absence of research has been observed, especially that which comprehensively analyzes growth prospects and opportunities at the micro (individual), meso (group), and macro (organizational) levels, which considers organizational, social, emotional, and spiritual aspects. Therefore, one of the outstanding problems of this research was to select the relevant scientific literature to synthesize the theory and create a conceptual theoretical model based on it. The aim of this paper is to explore the context and preconditions for managerial growth during an organizational change at different levels and aspects of organizations. Therefore, six theoretical approaches from the fields of management, psychology, and education were chosen (Hiatt, Kotter, Kübler-Ross, Goleman, Mezirow, and Marcia). Conclusions provide insights into the context, aims, and directions of managerial growth within organizational change. First, the context of organizational change is understood as an educational environment that creates incentives for managerial growth at the macro, meso, and micro levels and encompasses the development of personal and professional skills and the conscious evolution of inner perceptions related to work. Second, managerial growth in the context of organizational change is targeted toward three objectives at the organizational, group, and individual levels: productivity, connection, and self-realization. Third, managerial growth in the context of organizational change is directed toward three dimensions: (1) the strategic-operational dimension overlaps with the development of leadership skills to ensure successful change implementation in the organization; (2) the social-emotional dimension overlaps with the development of psychosocial skills, enabling coping with challenges through relationships and an emotionally supportive workplace environment; and (3) the perceptual-spiritual dimension overlaps with the development of personal maturity and professional motivation, disclosing authentic performance during organizational change. These findings become a framework for further research but also provide practical guidelines for managers, HR specialists, and organizational leaders.

Suggested Citation

  • Aušra Kolbergytė & Aistė Dromantaitė, 2022. "A Theoretical Analysis of Managerial Growth in the Context of Organizational Change," Sustainability, MDPI, vol. 14(8), pages 1-17, April.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:8:p:4523-:d:790984
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    References listed on IDEAS

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    1. Mehdi Tajpour & Aidin Salamzadeh, 2019. "The effect of spiritual intelligence on organisational entrepreneurship: case study of educational departments in University of Tehran," International Journal of Management and Enterprise Development, Inderscience Enterprises Ltd, vol. 18(3), pages 205-218.
    2. Aurelia Rybak & Aleksandra Rybak, 2020. "Analysis of the Main Coal Mining Restructuring Policy Objectives in the Light of Polish Mining Companies’ Ability to Change," Energies, MDPI, vol. 13(12), pages 1-16, June.
    3. Dodi Wirawan Irawanto & Khusnul Rofida Novianti & Kenny Roz, 2021. "Work from Home: Measuring Satisfaction between Work–Life Balance and Work Stress during the COVID-19 Pandemic in Indonesia," Economies, MDPI, vol. 9(3), pages 1-13, June.
    4. Elina Jaakkola, 2020. "Designing conceptual articles: four approaches," AMS Review, Springer;Academy of Marketing Science, vol. 10(1), pages 18-26, June.
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