The role of transformational leadership and institutional entrepreneurship in organizational change in Indian public organizations

Drawing on theories of transformational leadership and institutional entrepreneurship, this study explores the causal drivers that transformed a public organization involved in the construction of the Delhi Metro. It explores the under-examined antecedents that drive organizational change, seeking to understand the links between leadership and entrepreneurship and significant reforms in the operation of a public organization. This paper then refers to institutional structures, cultures, practices, and routines that were added or modified during the construction of a large public infrastructure project. Together, these actions demonstrate the value of transformational leadership and institutional entrepreneurship in action. The findings of the study affirm that transformational leadership and entrepreneurship can drive successful outcomes in a major public infrastructure organization. Observing and recording such changes in a specific longitudinal field study are a vital precursor to unlocking the infrastructural potential of a developing country like India.