Abstract
Transformational change is vital to the sustainability of all individuals and organizations. This qualitative historical study of the Brandman University Doctoral Program in Organizational Leadership utilized the Bolman and Deal (2017) four-frame change model to examine the evolution of the program from 2013 through 2017. Findings from the study indicate seven key structures of the doctoral program had the greatest impact on the program’s successful transition from start-up to the refinement and scaling phases. This study contributes to the literature on transformational change and doctoral education by providing detailed analysis of critical factors of the program’s successful transformation in the words of key leaders of the program.
Recommended Citation
Farley, Rebecca and Dinielli, Jennifer
(2023)
"Leading Transformational Change by Living Transformational Change: Seven Structures of Successful Innovation in Doctoral Education,"
Transform: Vol. 1:
Iss.
1, Article 2.
Available at:
https://digitalcommons.umassglobal.edu/transform/vol1/iss1/2
