Publication

Leadership and purpose salience in organisations: A within-case exploration of strategic change

In this article, Professor Kuipers and Professor Higgs explore the intersection of organisational purpose and leadership within a case of strategic organisational change. They address the need for a deeper understanding of shared purpose by exploring how leader behaviours relate to purpose salience in organisations.

Author: Ben S. Kuipers & Malcom Higgs
Date: 05 October 2026
Links: View the article

This study builds on knowledge and recent insights obtained from the literature on leadership, organisational behaviour, strategy and purpose, and the social identity theory. Qualitative data obtained through interviews with 12 managers on all levels and focus groups with 37 frontline caregivers are analysed in this within-case study of five care organisations undergoing a large-scale reform. The study further contributes through the development of a 4C framework for purpose salience (including content, clarity, consistency and connectedness) and reveals an important role for purpose-engaging leadership behaviors on multiple levels providing directions for further research and development of purpose-driven strategies.