Effective leadership in BPM implementations: A case study of BPM in a developing country, public sector context (Consular Division-MoFA).

Leadership in complex business process transformations is crucial for effective process change. Yet, it is poorly understood and under-researched particularly within the public sector and in developing nations where Information and Communication Technology (ICT) in the form of e-Government initiatives is increasing. This case study of a change process at The Consular Division of the Ministry of Foreign Affairs in Sri Lanka offering services for attestation and document authentication provided the means to explore effective leadership behaviours. Using Complexity Leadership Theory and Actor-Network Theory, we examine the different leadership actions and interactions of the leadership team with the stakeholders. Our findings show the positive effects of the combined use of operational and enabling leadership behaviours resulting in the emergence of entrepreneurial leadership behaviours exhibited by staff during the latter stages of the transformation process. The top leader role was vital in creating an effective process-centric and citizen-centric culture for change.