Locus of Control and Leading Positive Change: Utilizing the Adaptive Leadership Style

To learn, develop, and perform, leaders must lead positive organizational change. It involves establishing a positive climate, creating readiness, articulating a vision, generating stakeholder commitment, and institutionalizing the change (Cameron & Ulrich, 1986; Whetten & Cameron, 2011). This research examined how a person’s locus of control orientation (internal vs. external) (Rotter, 1966) influenced their ability to lead positive change (Whetten & Cameron, 2011). Sociodemographic variables were also assessed regarding their influence on locus of control and leading positive change. The adaptive leadership style (Heifetz et al., 2009) is presented as a tool for leading positive organizational change. This style stresses that managers and leaders should provide the support and resources needed for group and team members to become ready to assist with the change process. One way this is achieved is by creating a psychological safety net, where employees can communicate change needs, issues negatively impacting them regarding the change, or competing interests that the change may generate (Northouse, 2025).