Impact of organizational storytelling on strategic change leadership

Stories are powerful and effective tools for leaders, especially during organizational change. This dissertation offers several novel insights and approaches to the holistic appreciation of the underlying mechanisms that contribute to the efficacy of storytelling. Few of these approaches have been tested through empirical experiments. The study focuses on exploring the intersections between change and leadership theories and concepts, with a particular emphasis on the examination of the role of stories and storytelling. The study of change and leadership in the context of management and organizations has a long and well-established history of research. However, the dynamics of storytelling as a tool for facilitating organizational change remains understudied. This is partly due to the multi-disciplinary nature of the topic, which has traditionally been approached from many fragmented perspectives. This dissertation aims to address this gap by proposing a more comprehensive and unified theory of storytelling, integrating insights from a range of academic disciplines to provide a more holistic understanding of the topic. Stories and storytelling have been described as possessing a certain enchantment, magic, and charm. This perspective is not without merit, as stories have been observed to captivate audiences and produce remarkable outcomes. From a symbolic standpoint, this effect can be seen as a manifestation of a perceived reality. In light of these findings, leaders are encouraged to consider the strategic use of storytelling in the context of organizational change processes, leveraging its potential to inspire and engage stakeholders.