Author(s): Amelia Anderson
Leadership and transformation has been the subject of extensive investigation. Developments into collaborative types of leadership have had a direct impact on government policy in several jurisdictions, expanding the reach of this research beyond the academic community. Although there is widespread agreement that leadership and change are positively correlated, this article makes the case that there is a gap between theory and practise, indicating that the effectiveness of change is still hindered by structural limitations and subjective factors that produce unexpected results.