Multiple Intelligences in Change Leadership: Exploring the Diversity

Jennifer Palthe

doi:10.5430/mos.v6n1p1

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Jennifer Palthe
Western Michigan University
United States

Dr. Palthe is a Professor in the Management Department of the Haworth College of Business, Western Michigan University (WMU). She teaches MBA classes in Managing Change, Leading People and Organizations, International Human Resource Management, and International Management. She teaches undergraduate classes in Change Management and Multinational Management. Professor Palthe received her Ph.D. and Masters Degrees from Michigan State University. Prior to commencing her doctoral studies at MSU, she was Senior Change Management Consultant for Andersen Consulting (now Accenture), and Project Manager for Systems Programming Ltd. Dr. Palthe has consulting experience in retailing, manufacturing, finance, aviation, and oil and gas industries in Europe, Africa, and the U.S.A. She has publications in the California Management Review, Journal of Organizational Change Management, Consulting Psychology Journal, International Journal of Intercultural Relations, Journal of Asia Business Studies, Competitiveness Review, Health Care Manager, Forum on Public Policy, Journal of Education for Business, Journal of Diversity Management, Management and Organizational Studies, and book and chapter publications through Oxford University Press, SAGE, and South-Western College Publishing. Professor Palthe is the recipient of WMU’s Distinguished Teaching Award, recipient of the Haworth College of Business Service Award, and was nominated by WMU for the U.S. Professor of the Year Award.

Multiple Intelligences in Change Leadership: Exploring the Diversity

Jennifer Palthe

Abstract

This paper explores the role of emotional intelligence, executive intelligence, and cultural intelligence necessary for
effective change leadership. With dramatic advancements in technology and global interconnectivity, and growing
demands for more culturally aware and emotionally resilient change leaders, the use and development of multiple
intelligences is shown to be vital for successful change. The key distinctions and connections between these
intelligences and their relationship to change leadership are examined, and implications for future research and
practice are extended.

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DOI: https://doi.org/10.5430/mos.v6n1p1

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