Leading change: practical and contextual approaches

Purpose This study aims to examine how the leadership-as-practice (L-A-P) framework aligns with the socioeconomic approach to management (SEAM) to address complex organizational change. It explores how L-A-P’s emergent, relational leadership principles can be operationalized through SEAM’s participatory tools to foster sustainable and adaptive transformation. Design/methodology/approach A qualitative, comparative case study approach was used, focusing on SEAM interventions in higher education, performing arts and health care. Data was collected through interviews, participatory workshops, stakeholder feedback (mirror effect) and quantitative assessments (hidden cost calculations). Analysis included pattern matching and reflexive interpretation to link empirical evidence with theoretical constructs. Findings The study identifies six key L-A-P aspects – socially constructed leadership, contextual leadership, future-oriented leadership, navigating power dynamics, tool-mediated leadership and holistic and multilevel leadership. These were effectively operationalized through SEAM methods. The intervener emerged as a contextual leader by fostering trust, mediating tensions and tailoring strategies to specific organizational cultures, which enabled transformative outcomes across the three cases. Research limitations/implications The study is based on three cases within specific sectors, limiting generalizability. Future research should explore broader applications of L-A-P and SEAM integration in diverse organizational and cultural contexts and assess long-term impact. Practical implications The findings offer practical insights into how SEAM tools can be used to enact relational leadership, foster collaboration and address hidden costs. Organizations can leverage this integrated framework to drive context-sensitive, sustainable change by engaging employees and aligning socioeconomic goals. Social implications By promoting participatory leadership and transparency, the approach enhances employee engagement and well-being, contributing to inclusive and resilient organizational cultures. Originality/value This research bridges L-A-P’s theoretical principles with SEAM’s practical methodologies, providing a novel perspective on relational and context-sensitive leadership. It highlights how these frameworks complement each other to foster systemic and sustainable organizational change. The study contributes actionable insights for practitioners and enriches leadership and change management literature by showcasing the transformative potential of integrating L-A-P with SEAM.