Leadership plays an integral role in managing change, especially when it involves people. Often times people respond in different ways. Some individuals embrace change, while others find it more difficult to adopt it. When looking at this from an organizational standpoint, human capital is essential in ensuring that changes are being executed accordingly, and leaders are responsible for managing them.

Weiner’s (2009) research uses social cognitive and motivation theory to describe when an organization’s readiness for change is high, its people are highly more likely to take initiative and exhibit more proactive behaviours that often exceed beyond the requirements of their jobs. What happens when an organization is not ready, but are also required to make necessary changes? No matter what the circumstances entail, there is a need for organizations to take an “integrated approach to drive systematic, constructive change and minimize the destructive barriers to change, as well as addressing the consequences of making the change” (Al-Haddad and Kotnour, 2015, p. 234). Leaders must develop a plan and road map to effectively leverage the use of individuals who are involved with the change process. People look to their leaders in times of uncertainty for direction, as well as gauge their ability to support the overall goals of the organization. Zook’s 2007 findings (as cited in Al-Haddad and Kotnour, 2015) indicate that leaders should use a series of systematic change approaches to determine adequate tools and processes required to navigate through decision making, and adopt change management methods that are appropriate for the type of change that takes place. Alternatively, Weiner (2009) raises the notion that those involved with the change process should share a “psychological state” where people feel confidant and committed to the overall goals.

Moran and Brightman’s 2001 work (as cited in Al-Haddad and Kotnour, 2015) argues that to increase the probability of successful change implemented, leaders must acknowledge the value that their people bring to the table. The implementation of changes can be more efficiently and effectively executed if leaders are also able to draw upon the knowledge, skills, and expertise of their team, and to strategically incorporate them into the process. Managing change requires leaders to ensure that the organization and its people are ready for what is to come. Their role is also vital to guide, support, and empower those who are involved with the change process and its implementation.

References

Al-Haddad, S., & Kotnour, T.  (2015).  Integrating the organizational change literature: A model for successful change. Journal of Organizational Change Management, 28(2), 234–262.  https://doi.org/10.1108/JOCM-11-2013-0215

Weiner, B.J.  A theory of organizational readiness for change.  Implementation Sci 4, 67 (2009).  https://doi.org/10.1186/1748-5908-4-67