Skills of a Change Leader

Skills an individual change leader the contexts of meta model

The aim of the radical change is to achieve a paradigm shift involving revolutionary rather than evolutionary change. (Johnston et al., 2001). This approach is not about improving existing processes but to reinvent them in a shorter time frame. The leadership skills play a critical role in implementing radical transformation. According to findings of ( Clark 1995, Cited by Johnston et al., 2001) radical change programme , with the emphasis on business processes , systems and structure , the "People factor" tend to be overlooked, ignored or under - estimated and one of the main reasons for radical change to fail. Furthermore the cross functional focus on results approach of radical change with its re- definition of roles lower downs the employment ladder and wide scope implies that the programs are driven by senior managers, on a command and control basis. Findings from theoretical and practical implications with regard to leadership and radical organisational change, its suggest that an interpersonal skill - based model that draws on leaders ability to motivate, communicate and build teams will increase leaders success with radical change (Gilley et al., 2009).

According to (Al- Mashari & Zairi 1999, Cited by McAdam, 2003) an overarching vision of the future state of the radically changed organization or part of the organization is essential for directing and driving large scale change. Conceptualizing vision is a tall task which requires OD practitioner to be knowledgeable of the techniques for developing vision for radical transformation. McAdam (2003) identifies visioning, wishful thinking and scenario visioning as techniques to create a vision. This was further elaborated by Stanleigh (2008) stating that clear vision should include transformation steps that are coordinated and propel the organisation towards the overall goals.

Consultation skills play a key role in radical change process. Noted by (McAdam, 2003) Benchmarking is an important factor in change management. (Povey 1989, Cited by (McAdam, 2003) theorised benchmarking as the external comparison of any organisational feature against "best in class or "world class". The research identifies the importance of guiding the management team for formation of the vision and ensuring strategic change plans are influenced by the exposure of change in best practice organisations. He further identifies importance of creative thinking in radical change. (McFadzean 1999, Cited by (McAdam, 2003) state the need for radical change to be built on creative culture as a key element of radical change

Incremental change represent small, gradual changes in people procedures, technology, culture or structures (Gilley et al., 2009). (Ansoff 1990 cited by Friedl and Biloslavo 2009) in their research on civil engineering industry in Slovenia identifies that companies can react to changes by their evolutionary adjustment which includes the companies adaptation to changes in the environment. James C. Sarros, Joseph C. Santora, (2001) argue that achieving organizational goals through incremental change could be frustrating because of unpredictable external factors or internal problems among staff. Hence the Change agents are expected to gather information from internal and external environment and adopting a concept and formulating strategy for change. (Sonntag, 2003) identifies the importance of building strategy based on external environment, organisational structure, people, technology and culture. His research elaborates the importance of analytical skills of the change leader and ability develops strategies based on that analysis.

(Kark and Van Dijiki 2007 , Cited by Gilley et al., 2009) finds that leadership Skills is deeply tied to individuals internal motivation systems , a leader 's ability to create a work environment that enhances employees motivation proves critical in the incremental change process. (Luecke 2003, Cited by Gilley et al., 2009) noted that effective commendations are necessary to cultivate individual motivation and can be effective tool for motivating employees involved change. James (2005) identifies that transactional leadership, which develops from the exchange process between leaders and subordinates wherein the leader provides rewards in exchange for subordinate's performance has shown prominent results in incremental change process.

Randall (2004) suggested that Punctuated equilibrium as the idea of revolutionary or fundamental change is characteristic of the type of change. However in broader explanation (Tushman & Romanelli 1958, Cited by (Beugelsdijk et al., 2002) theorized that the punctuated equilibrium model of organizational change process an interaction between radical and incremental change. They argue that organizations progress through convergent period and its relatively long time spans of incremental change and adaptation, whereas reorientations are relatively short radical discontinues change. (Beugelsdijk et al., 2002) identifies that leadership skills are paramount in implementing this type of change. It's being noted that many leaders failed archive the desired transformation due to lack of proper vision and strategy to approach the change. In their case study they argue that lack of communication and interpersonal skills of the change leader had a negative impact on achieving the overall organizational change as they were unable to cope up with the resistance and achieve harmony between the resistance force and change force. They further identifies that the inability of the change leader to bridge the communication Gap between the middle management and the subordinates. according to research done by (Wood et al., 2011) motivation did not seems to be critical aspect of the change leader in this approach while Communication and team building Skills among different teams had more importance in this model of change

(Feigenbaum 1986 , Cited by Johnston , 2001 ) Identifies continuous transformational as philosophy of business that aims to root on- going improvements in the basic strategies ,culture , and management systems This approach will primarily employ internally based targets where as organisations undertake radical change will primarily employ external