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초록

Purpose: The current study reinterprets King Jeongjo’s reform leadership through a contemporary managerial lens, exploring how an 18th-century monarch confronted entrenched bureaucratic resistance in ways strikingly similar to modern organizational change leaders. The current aims to uncover how Jeongjo’s reform vision, institutional innovations, cultural framing, and personnel strategies align with contemporary theories of transformational leadership, institutional change, and resistance management. Research design, data and methodology: The current study has collected adequate textual dataset, conducting comprehensive literature investigation and a narrative synthesis of historical records, political commentaries, and organizational behavior scholarship was conducted to identify patterns in Jeongjo’s actions, resistance reactions, and institutional feedback. Results: Findings suggest that Jeongjo practiced adaptive, relational, and strategically paced reform. He relied on symbolic authority, talent cultivation, narrative framing grounded in shared values, and creation of counter-elite institutions to gradually realign bureaucratic norms. His responses to resistance resembled feedback-driven adaptation more than coercive suppression. Conclusions: Jeongjo’s leadership demonstrates that effective reform depends on sequencing, coalitional architecture, psychological insight, and legitimacy-building. His leadership reveals enduring principles applicable to contemporary managers operating in resistant, politically charged environments, namely, that reform is not a single event but a recursive dialogue between vision, institutional structure, and evolving opposition.

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