This study explored how corporate leaders who led companies through change described the processes they enacted, which they believed successfully empowered employees through the transition.
This qualitative multiple case study comprises five cases. Each case represents an experience of corporate transformation in a large (35,000+ employee) company. Participants were executives in communications, public affairs, marketing, human resources and workforce intelligence. Data sources included questionnaires, interviews and resumes. The study used empowerment theory as the theoretical framework.
This paper provides empirical insights about strategies corporate leaders enacted during change to empower employees. Six findings related to communication approaches, employee engagement activities and leadership emerged.
This paper fulfills a need for research in the areas of communication during organizational change, employee adoption of change and executive leadership. It provides practical implications for communications leaders who seek to build employee trust, chief executive officers who must articulate change and human resources leaders who develop, execute and communicate employee engagement plans.
