Leading through identity change is a highly emotive experience. When leadership is understood as an emotional community development process, the benefits for repurposing identity are greatly enhanced. This article introduces a change model that embeds emotional awareness throughout a four-phased process, adapting concepts originally presented in McMillan and Chavis’s (1986) psychological sense of community (PSOC) theory and Scott and Jaffee’s (1989) change curve model. In this case study, we focus on a four-year multi-campus northeastern United States public university as a model to investigate how individuals in leadership positions consider the role of affect in creating positive identity change to the university’s psychological sense of community.
Turesky, Elizabeth F. and Peabody, Mary Anne
"University Identity Change Through a Psychological Sense of Community Framework: A Case Study of the ELIMAR Model,"
International Journal of Leadership and Change: Vol. 6
, Article 6.
Available at: https://digitalcommons.wku.edu/ijlc/vol6/iss1/6