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Camille R A Jackson
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This article is written by Associate Professor Camille R A Jackson from the Kuwait Maastricht Business School (KMBS).   Dr Camille Jackson has been working in Universities for 15 years. Professor Camille Jackson commenced her study at the University of Queensland, Australia.   Her qualifications include:

Bachelor of Arts majoring in Psychology from the University of Queensland

Bachelor of Commerce from the University of Southern Queensland

Master of Business Administration (Advanced) from the University of Queensland

Master of Management from the University of Queensland

Doctor of Business Administration from the Southern Cross University

Her areas of interest include leadership, organizational change, bankruptcy and globalization and has several publications in these areas.



Author Articles


Empirical Research
Potential Extensions to Transformational Leadership Models
By Camille R A Jackson
Volume 7 - Issue 4
Dec 7, 2009 - 12:02:58 PM

This article investigates the human issues involved during organisational change and reviews several transformational leadership theories relevant to undertaking organisational change (Bass & Avolio 1994; Kotter 1990a, b; Mintzberg 1971; Kouzes & Posner 1987, 1995). Research (Jackson 1999; Jackson & Callan 2001) demonstrates the transformational leadership models appeared to be missing potential components affecting human performance such as communication, team-building, stress and coping and inter-group conflict.

The article presents an embedded case study (Yin, 2003) of change. The research was based on 26 in-depth interviews with leaders to confirm the human aspects affected during change and provides leaders with further evidence of the need for them to sharpen their skills in their ability to undertake successful communication, develop coping techniques for dealing with stress, solving inter-group conflict and create team building activities.

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