Leadership and ‘tipping’ in workplace transformation: A critical review

Abstract

The purpose of this is to critically appraise the idea of the “tipping point” from the perspectives of leadership in workplace transformation. It is argued that the desirability of any workplace transformations requires that we clearly understand the nature of the expected changes and the relationship between leadership and change. It is also argued that the sustenance of the regressive character of such transformation might be attributed to its “tipping” in the negative sense in contrast to Gladwell’s positive prescription of the “tipping point” in workplace transformation. It is concluded that the “tipping point” in workplace transformation should be a reflection of the performance indices based on the set objectives for the changes and the timescales and output measures ascribed to them.