Implementing Humanistic Leadership in Engineering Firms: A Structured Framework Based on Kotter’s 8-Step Change Model

Anmol Sarao; Yesim Sireli

doi:doi:10.11648/j.ijem.20250901.15

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Implementing Humanistic Leadership in Engineering Firms: A Structured Framework Based on Kotter’s 8-Step Change Model

Anmol Sarao^*

, Yesim Sireli

Published in International Journal of Engineering Management (Volume 9, Issue 1)

Received: 22 April 2025 Accepted: 30 April 2025 Published: 4 June 2025

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Abstract

Over the last decades, the evolution of leadership practice has increasingly centered on a human-oriented paradigm, founded upon the fundamental values of humanistic psychology, including empathy, self-actualization, and moral reflection. Engineering firms, though, have had difficulty adopting these values into their traditional technical and hierarchical leadership frameworks, such that a gap has emerged between the implementation of humanistic leadership in such settings. This study aims to fill this gap by developing a step-by-step plan for the systematic implementation of humanistic leadership in engineering firms using Kotter's 8-Step Change Model. With a qualitative research design, the present research integrates an extensive literature review with case study research on six engineering firms—Panasonic, IKEA, Salesforce, Zappos, Tata, and Google's Project Aristotle—to explore leadership issues and possibilities of change with humanistic leadership. The findings of the study suggest that those organizations that apply humanistic leadership practices will improve employee motivation, innovation, and financial performance. Kotter's model offers a framework method for the successful adoption of these practices, but its success lies in adjustments explicitly crafted for the unique cultural and organizational environments of engineering firms. The proposed framework offers practical guidance to leaders who aspire to create ethical, people-oriented cultures that yield long-term prosperity. Nonetheless, the research is constrained by its qualitative nature, lacking empirical validation through quantitative measures. Quantitative methods should be considered in future research to facilitate generalizability. The current study adds value to leadership literature through the provision of a structured, step-by-step model of adopting humanistic leadership in engineering management, and subsequently improving organizational performance and workers' well-being.

Published in	International Journal of Engineering Management (Volume 9, Issue 1)
DOI	10.11648/j.ijem.20250901.15
Page(s)	39-49
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2025. Published by Science Publishing Group

Keywords

Humanistic Leadership, Engineering Leadership, Leadership Transformation, Change Management, Kotter’s 8-Step Change Model, Employee Engagement

References

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APA Style

Sarao, A., Sireli, Y. (2025). Implementing Humanistic Leadership in Engineering Firms: A Structured Framework Based on Kotter’s 8-Step Change Model. International Journal of Engineering Management, 9(1), 39-49. https://doi.org/10.11648/j.ijem.20250901.15

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Sarao, A.; Sireli, Y. Implementing Humanistic Leadership in Engineering Firms: A Structured Framework Based on Kotter’s 8-Step Change Model. Int. J. Eng. Manag. 2025, 9(1), 39-49. doi: 10.11648/j.ijem.20250901.15

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Sarao A, Sireli Y. Implementing Humanistic Leadership in Engineering Firms: A Structured Framework Based on Kotter’s 8-Step Change Model. Int J Eng Manag. 2025;9(1):39-49. doi: 10.11648/j.ijem.20250901.15

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@article{10.11648/j.ijem.20250901.15,
  author = {Anmol Sarao and Yesim Sireli},
  title = {Implementing Humanistic Leadership in Engineering Firms: A Structured Framework Based on Kotter’s 8-Step Change Model
},
  journal = {International Journal of Engineering Management},
  volume = {9},
  number = {1},
  pages = {39-49},
  doi = {10.11648/j.ijem.20250901.15},
  url = {https://doi.org/10.11648/j.ijem.20250901.15},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijem.20250901.15},
  abstract = {Over the last decades, the evolution of leadership practice has increasingly centered on a human-oriented paradigm, founded upon the fundamental values of humanistic psychology, including empathy, self-actualization, and moral reflection. Engineering firms, though, have had difficulty adopting these values into their traditional technical and hierarchical leadership frameworks, such that a gap has emerged between the implementation of humanistic leadership in such settings. This study aims to fill this gap by developing a step-by-step plan for the systematic implementation of humanistic leadership in engineering firms using Kotter's 8-Step Change Model. With a qualitative research design, the present research integrates an extensive literature review with case study research on six engineering firms—Panasonic, IKEA, Salesforce, Zappos, Tata, and Google's Project Aristotle—to explore leadership issues and possibilities of change with humanistic leadership. The findings of the study suggest that those organizations that apply humanistic leadership practices will improve employee motivation, innovation, and financial performance. Kotter's model offers a framework method for the successful adoption of these practices, but its success lies in adjustments explicitly crafted for the unique cultural and organizational environments of engineering firms. The proposed framework offers practical guidance to leaders who aspire to create ethical, people-oriented cultures that yield long-term prosperity. Nonetheless, the research is constrained by its qualitative nature, lacking empirical validation through quantitative measures. Quantitative methods should be considered in future research to facilitate generalizability. The current study adds value to leadership literature through the provision of a structured, step-by-step model of adopting humanistic leadership in engineering management, and subsequently improving organizational performance and workers' well-being.
},
 year = {2025}
}

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TY  - JOUR
T1  - Implementing Humanistic Leadership in Engineering Firms: A Structured Framework Based on Kotter’s 8-Step Change Model

AU  - Anmol Sarao
AU  - Yesim Sireli
Y1  - 2025/06/04
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T2  - International Journal of Engineering Management
JF  - International Journal of Engineering Management
JO  - International Journal of Engineering Management
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PB  - Science Publishing Group
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UR  - https://doi.org/10.11648/j.ijem.20250901.15
AB  - Over the last decades, the evolution of leadership practice has increasingly centered on a human-oriented paradigm, founded upon the fundamental values of humanistic psychology, including empathy, self-actualization, and moral reflection. Engineering firms, though, have had difficulty adopting these values into their traditional technical and hierarchical leadership frameworks, such that a gap has emerged between the implementation of humanistic leadership in such settings. This study aims to fill this gap by developing a step-by-step plan for the systematic implementation of humanistic leadership in engineering firms using Kotter's 8-Step Change Model. With a qualitative research design, the present research integrates an extensive literature review with case study research on six engineering firms—Panasonic, IKEA, Salesforce, Zappos, Tata, and Google's Project Aristotle—to explore leadership issues and possibilities of change with humanistic leadership. The findings of the study suggest that those organizations that apply humanistic leadership practices will improve employee motivation, innovation, and financial performance. Kotter's model offers a framework method for the successful adoption of these practices, but its success lies in adjustments explicitly crafted for the unique cultural and organizational environments of engineering firms. The proposed framework offers practical guidance to leaders who aspire to create ethical, people-oriented cultures that yield long-term prosperity. Nonetheless, the research is constrained by its qualitative nature, lacking empirical validation through quantitative measures. Quantitative methods should be considered in future research to facilitate generalizability. The current study adds value to leadership literature through the provision of a structured, step-by-step model of adopting humanistic leadership in engineering management, and subsequently improving organizational performance and workers' well-being.

VL  - 9
IS  - 1
ER  -

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Author Information

Anmol Sarao

Department of Industrial and Systems Engineering, University of North Carolina, Charlotte, USA

Contact Email

http://orcid.org/0009-0002-4408-4560
Yesim Sireli

Department of Industrial and Systems Engineering, University of North Carolina, Charlotte, USA

Contact Email

http://orcid.org/0000-0002-0771-0852

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APA Style

Sarao, A., Sireli, Y. (2025). Implementing Humanistic Leadership in Engineering Firms: A Structured Framework Based on Kotter’s 8-Step Change Model. International Journal of Engineering Management, 9(1), 39-49. https://doi.org/10.11648/j.ijem.20250901.15

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ACS Style

Sarao, A.; Sireli, Y. Implementing Humanistic Leadership in Engineering Firms: A Structured Framework Based on Kotter’s 8-Step Change Model. Int. J. Eng. Manag. 2025, 9(1), 39-49. doi: 10.11648/j.ijem.20250901.15

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AMA Style

Sarao A, Sireli Y. Implementing Humanistic Leadership in Engineering Firms: A Structured Framework Based on Kotter’s 8-Step Change Model. Int J Eng Manag. 2025;9(1):39-49. doi: 10.11648/j.ijem.20250901.15

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@article{10.11648/j.ijem.20250901.15,
  author = {Anmol Sarao and Yesim Sireli},
  title = {Implementing Humanistic Leadership in Engineering Firms: A Structured Framework Based on Kotter’s 8-Step Change Model
},
  journal = {International Journal of Engineering Management},
  volume = {9},
  number = {1},
  pages = {39-49},
  doi = {10.11648/j.ijem.20250901.15},
  url = {https://doi.org/10.11648/j.ijem.20250901.15},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijem.20250901.15},
  abstract = {Over the last decades, the evolution of leadership practice has increasingly centered on a human-oriented paradigm, founded upon the fundamental values of humanistic psychology, including empathy, self-actualization, and moral reflection. Engineering firms, though, have had difficulty adopting these values into their traditional technical and hierarchical leadership frameworks, such that a gap has emerged between the implementation of humanistic leadership in such settings. This study aims to fill this gap by developing a step-by-step plan for the systematic implementation of humanistic leadership in engineering firms using Kotter's 8-Step Change Model. With a qualitative research design, the present research integrates an extensive literature review with case study research on six engineering firms—Panasonic, IKEA, Salesforce, Zappos, Tata, and Google's Project Aristotle—to explore leadership issues and possibilities of change with humanistic leadership. The findings of the study suggest that those organizations that apply humanistic leadership practices will improve employee motivation, innovation, and financial performance. Kotter's model offers a framework method for the successful adoption of these practices, but its success lies in adjustments explicitly crafted for the unique cultural and organizational environments of engineering firms. The proposed framework offers practical guidance to leaders who aspire to create ethical, people-oriented cultures that yield long-term prosperity. Nonetheless, the research is constrained by its qualitative nature, lacking empirical validation through quantitative measures. Quantitative methods should be considered in future research to facilitate generalizability. The current study adds value to leadership literature through the provision of a structured, step-by-step model of adopting humanistic leadership in engineering management, and subsequently improving organizational performance and workers' well-being.
},
 year = {2025}
}

Copy | Download

TY  - JOUR
T1  - Implementing Humanistic Leadership in Engineering Firms: A Structured Framework Based on Kotter’s 8-Step Change Model

AU  - Anmol Sarao
AU  - Yesim Sireli
Y1  - 2025/06/04
PY  - 2025
N1  - https://doi.org/10.11648/j.ijem.20250901.15
DO  - 10.11648/j.ijem.20250901.15
T2  - International Journal of Engineering Management
JF  - International Journal of Engineering Management
JO  - International Journal of Engineering Management
SP  - 39
EP  - 49
PB  - Science Publishing Group
SN  - 2640-1568
UR  - https://doi.org/10.11648/j.ijem.20250901.15
AB  - Over the last decades, the evolution of leadership practice has increasingly centered on a human-oriented paradigm, founded upon the fundamental values of humanistic psychology, including empathy, self-actualization, and moral reflection. Engineering firms, though, have had difficulty adopting these values into their traditional technical and hierarchical leadership frameworks, such that a gap has emerged between the implementation of humanistic leadership in such settings. This study aims to fill this gap by developing a step-by-step plan for the systematic implementation of humanistic leadership in engineering firms using Kotter's 8-Step Change Model. With a qualitative research design, the present research integrates an extensive literature review with case study research on six engineering firms—Panasonic, IKEA, Salesforce, Zappos, Tata, and Google's Project Aristotle—to explore leadership issues and possibilities of change with humanistic leadership. The findings of the study suggest that those organizations that apply humanistic leadership practices will improve employee motivation, innovation, and financial performance. Kotter's model offers a framework method for the successful adoption of these practices, but its success lies in adjustments explicitly crafted for the unique cultural and organizational environments of engineering firms. The proposed framework offers practical guidance to leaders who aspire to create ethical, people-oriented cultures that yield long-term prosperity. Nonetheless, the research is constrained by its qualitative nature, lacking empirical validation through quantitative measures. Quantitative methods should be considered in future research to facilitate generalizability. The current study adds value to leadership literature through the provision of a structured, step-by-step model of adopting humanistic leadership in engineering management, and subsequently improving organizational performance and workers' well-being.

VL  - 9
IS  - 1
ER  -

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