Effective change leaders possess unique characteristics that make them succeed in their businesses. According to Larsson (2021), these leaders have excellent skills in communication, strategic thinking, and the ability to inspire their subjects. Communication is one of the most crucial factors in an organization’s change management. Managers exhibiting good communication practices earn their followers’ loyalty and trust and enhance their juniors’ growth potential. High-performing leaders also inspire others to embrace change, have an attitude for proactive communication, provide support, and show the positive outcomes of change. High-performing leaders are also business-savvy as they think beyond what ordinary managers see. Strategic thinking helps change leaders remain objective, impartial, and logical in their decisions. The attributes mentioned above help them execute successful change by knowing how to address daily change-oriented activities and overcoming possible change obstacles. On the other hand, ineffective leaders do not appreciate the importance of communication and push their agenda without listening to their followers’ advice or needs, demoralizing their subjects, and failing to plan (Buick et al., 2018). Consequently, the latter leaders do not achieve change requirements within their organizations.
Effective leaders possessing excellent change management skills can meet various barriers to realizing their goals, and the most common in companies is personal resistance from followers and leaders. According to Diener and Špaček (2021), most people do not welcome change in their work environment. Those opposing organizational changes wish to stick with the status quo, which is more comfortable and convenient, making it difficult to adjust to new processes, strategies, and organizational restructuring. The innate nature of human beings perceives some actions as threats to one’s social and economic freedoms. Diener and Špaček (2021) recommend that leaders who resist organizational change should consider designing the needed strategies and processes to help bring the desired outcome before introducing the change. These can help the leader learn about potential threats to realizing the desired results and apply corrective measures beforehand.
Buick, F., Blackman, D., & Johnson, S. (2018). Enabling middle managers as change agents: Why organizational support needs to change. Australian Journal of Public Administration, 77(2), 222-235. Web.
Diener, F., & Špaček, M. (2021). Digital transformation in banking: A managerial perspective on barriers to change. Sustainability, 13(4), 2032. Web.
Larsson, M. (2021). The blind guardians of ignorance: Covid-19, sustainability, and our vulnerable future: A handbook for change leaders, young and old. Andrews UK Limited.