This document discusses leadership approaches and their impact on achieving organizational change. It summarizes five stages in the development of leadership theory: 1) early trait theories that focused on leader characteristics; 2) behavioral theories that examined leader styles/behaviors; 3) situational and contingency theories that emphasized how the context influences leadership effectiveness; 4) charismatic and transformational leadership theories that focus on inspiring followers and managing change; 5) current theories incorporate insights from prior approaches and recognize the complex interplay between leaders, followers, and situations. The document analyzes strengths and limitations of different theories and how they have contributed to leadership research.

1. “Role of leadership approaches in engaging people
and their impact on achieving organizational
outcomes during change”
Mohamed Boriek Shehata Abdelkader
user14235528
Leadership and Scholarly Business Practice
(39207)
5/9/2022

2. Definitions of leadership have shifted throughout the course of the last few decades due to the
fact that the concept may be understood better when seen in the context of its epoch and the
ways in which other factors, such as the economy, technology, ecology, politics, and society,
have an impact on it.
According to Northouse (2010), "leadership is the process through which an individual inspires a
group of individuals to achieve a common purpose." [Citation needed] (p.3).
Change is an inextricable component of human behavior; as a consequence, it must invariably
occur in all contexts in which humans participate in social relationships with one another (Ford
& Ford, 1995). It is also characterized as a setting that disturbs conventional organizational
patterns and requires participants to apply new patterns in order to succeed. Participants are
required to do this in order to succeed. In order to accomplish this, a very murky interaction
between deliberate and emergent processes is required. People are required to engage in new
behaviours as a result of the situation known as change (Mintzberg & Waters, 1985).
Organizations need to be able to adjust to their constantly shifting environments in order for
them to be successful, and this can't happen if they don't change along with the people and
activities that take place within them (Burnes, 2004b; Tsoukas & Chia, 2002).
As a direct result of this, leaders in businesses are frequently tasked with developing and
implementing brand new programs that are intended to improve their organizations. In
contrast, many efforts to bring about change fall short of achieving the objectives they have set
for themselves. Research conducted by Beer and Nohria in the year 2000 found that at least
63% of all efforts to reform organizations were ineffective. It is typical practise to blame
problems that occur during the implementation phase of a change project on an organization's
inability to achieve the expected objectives rather than any inherent deficiencies in the process
itself when the project fails to deliver (Klein & Sorra, 1996). Particularly, drawbacks are typically
associated with the fact that the leader did not adequately prepare for a reactivating method
before attempting a change induction (Kotter, 1995; Schein, 1987, 1999).
According to Albert 1983, the viewpoint on people's reluctance to change is obviously one-sided
in favour of change management and the people who advocate for it.
The study of change lends support to such an outlook. In this hypothetical situation, change
agents are considered to be taking the appropriate and necessary steps, whereas change
recipients intentionally set up unjustifiable obstructions or hurdles in an effort to "mess up" or
"fail" the process of change. (Dent & Goldberg, 1999; Klein, 1976). Consequently, individuals
who bring about change are frequently portrayed as unjustified victims of the irrational and
dysfunctional behaviors of those who profit from the change. This is because those who bring
about change are the ones who benefit from the change.
A significant amount of research on leadership makes the implicit assumption that team leaders
are consciously aware, actively receiving the feedbacks that are provided by their subordinates,
and are acting in a reasonable manner (Kegan, 1994). This framework places an emphasis on
goal setting, skill acquisition, and continual achievement since it is acknowledged that the
notion that the leader's perspective is true underpins the design (Heifetz & Laurie, 2001). On the
other hand, a growing body of evidence, as interpreted by a wide range of psychology

3. specialists, suggests that conscious behaviour is significantly less noticeable than was previously
thought.
The first academic research of leadership was conducted in 1930, and in the subsequent eight
decades, a significant number of theories, models, and approaches have been produced. This
may be summed up in five key stages, which will be discussed in the following lines along with a
critical perspective on each stage and how it contributed to the development of leadership
theory.
1. the hypotheses based on "traits"
In the early days of study, the primary interest of investigators was leader characteristics due to
the widespread view that leaders are born rather than made and that leadership skills cannot
be learned.
"Energy," "Dominance," and "Intelligence" were some of the personal qualities and traits that
were the focus of such early investigations; nevertheless, the results were inconsistent because
the situation was not included.
Stodgill believed that the environment in which a leader operates has a significant impact on
the development of the leader's skills, thus he asked scholars to investigate the nature of the
interaction between skills developed after specific experiences.
There was a revival of research done on the role of personal traits and appearing leader-like,
particularly in the rise of the "new paradigm" models of "charismatic–inspirational" leadership
(e.g. Bass, 1985; Burns, 1978; House, 1977). However, this took place several decades after the
early days of the development of the trait theory. The "Implicit Leadership Theory" placed a
strong emphasis on the role that socialisation plays in the formation of an individual's internal
beliefs regarding the qualities and behaviours of "a leader." These beliefs, in turn, have the
potential to influence the interaction patterns between a leader and their followers, as well as
vice versa (Hollander & Julian, 1969; Lord et al., 1984; Lord et al., 1982). After conducting a
meta-analysis of trait studies, Lord et al. (1986) identified three characteristics that were
significantly associated with people thinking about leadership: "intelligence," "dominance," and
"masculinity." As a consequence, females have suffered from the perception that they have
poor leadership skills (e.g., Fletcher, 2004; Lyness & Heilman, 2006; Schein, 2001). Definitions of
the "dark side" of leadership (e.g. Furnham, 2010; Hogan et al., 1994; Lipman-Blumen, 2004)
have been studied recently, particularly with a focus on understanding of personality
characteristics -such as courage, charisma, inspiration, and resilience- that can be destructive
for both teams and organisations if used in improper ways without realising the insights and the
impact of such behaviours. These studies were conducted by researchers such as Furnham,
Hogan, and Lip
2: the "behavioural" way of looking at things
Because of the negative assessments that were conducted in the 1940s, the majority of
research have shifted their emphasis away from analysing the traits of effective leaders and
how those traits have an effect on the followers of those leaders.
(House & Aditya, 1996) have developed a criteria for determining the efficacy of a leader by
conducting research in both laboratory and field settings. In the laboratory, the researchers
primarily observed and recorded the behaviours of students. In the field, the researchers polled
the leaders' followers to determine how authoritative they were.

4. This manner of conduct was referred to as the "leadership style" adopted by the leader. The
majority of leadership styles can be summarised using the following four styles:
(1) "production-oriented" or a concern for the task at hand; (2) "employee-centered" or a
concern for the people who make up the organisation; (3) "authoritarian" or "autocratic" or a
leadership style that is directive; (4) "democratic" or a leadership style that encourages
employee participation. Researchers at the University of Michigan, Bales and colleagues at
Harvard (Bales, 1954), Stodgill and colleagues at Ohio State University (Stodgill & Coons, 1957),
and Bales and colleagues at Harvard all came to the same conclusion independently (Kahn &
Katz, 1953; Likert, 1961; Mann, 1965). Studies exploring the effects of these leadership
characteristics in connection to numerous criterion variables, such as team member satisfaction
or other effectiveness metrics such as productivity, could not uncover any consistent pattern
(House, 1971; Larson et al., 1974; Yukl, 2010). The inability to identify the impact of various
situations, the effect of any interaction between follower attitude and behaviours on the way in
which the leadership style was exhibited, and the selection of the criterion variable are among
the other factors that have contributed to the inconsistency of the findings (e.g. Northouse,
2010; Yukl, 2010). There could be additional factors that relate to the reliability of the chosen
measurement (Bass, 1990; Schriesheim et al., 1976). According to the findings of the trait
studies, the supervisory level was the primary focus of the leadership research.
Although it has many restrictions, the behavioural approach is regarded as a valuable method
because it broadens the scope of leadership research to include the actions of leaders and their
relationships with their subordinates. Additionally, the behavioural approach focuses on the
distinctions between task-related and relationship-related behaviour, as well as between
directive and participative leadership styles. It's unfortunate that this strategy wasn't successful
in defining a single, unified leadership style and making the connection between that style and
performance outcomes.
3: methods dubbed "situational" and "contingency"
Now that we are getting closer to the years of the 1960s, a trend has begun to form that
emphasises the significance of contextual factors in influencing the effectiveness of leadership
behaviours. More specifically, this trend focuses on the factors that are associated with the
particular circumstance in which the interaction between a leader and their followers takes
place.
For instance, the degrees of subordinate competence and confidence as well as their correlation
with the performance in the tasks they were responsible for, or their "maturity" or
"developmental level," was the centre of attention in the situational models of leadership that
were researched (Blanchard et al., 1993; Hersey & Blanchard, 1969, 1988). Other models that
were developed to support making the right decision according to each leadership style that
was utilised included studies of other factors that were unrelated to the subordinate, such as
the flexibility of time per task, the impact of the technical quality of the decision, and the
knowledge extent to which the manager possessed sufficient information to make the
appropriate decision (Vroom & Jago, 1988; Vroom & Yetton, 1973). Providing a practical guide
for enacting the leadership style is one of the strengths of the situational models. Another
strength is encouraging managers to consider a range of variables when selecting an
appropriate leadership style per situation. This is important when taking into consideration that
flexibility in approach is the main point to effectively influence the behaviour of subordinates in
order to achieve an objective. Fiedler's contingency model (Fiedler, 1964, 1967; Fiedler &
Chemers 1974) did not accept that and during his research in military organisations, he
observed the styles of leaders in a different situation. While these models assume that
managers, in the main, have the flexibility to change their leadership style, Fiedler's contingency

5. model (Fiedler, 1964, 1967; Fiedler & Chemers 1974) did not accept that (Northouse, 2010).
According to Fiedler (1972), a manager's leadership style is dependent on the individual's
personality attributes. However, the difference lies in the fact that leaders in Fiedler's concept
are not adjustable correspondingly. Therefore, the most important factor in determining the
efficacy of a leader is not the scenario but rather how well the leader fits the situation. When
developing the leader–situation correlation, Fiedler found three significant criteria as being
essential. The strength of the relation and loyalty between the leader and the follower was
measured by the Least Preferred Co-worker (LPC) Scale. These were the leader–member
relations, the task structure, or the degree to which there is only one particular way in which
the task can be accomplished successfully, and the position power of the leader, which is the
amount of authority in terms of rewarding or punishing followers. The validity of the model
cannot be definitively determined based on the conclusions. For instance, two different
metaanalyses came to the conclusion that the theory has some level of support (Peters et al.,
1985 and Strube & Garcia, 1981), but Vecchio (1983) argued that inappropriate statistical
analysis and the improper selection of studies had been done (House & Aditya, 1996), despite
the fact that this accusation was refuted by Strube & Garcia (1983). Additionally, the majority of
works have cast doubt on the reliability of the LPC, which is an essential component of the
theory given that it evaluates the "natural" leadership style of an individual. "The weakest part
of the hypothesis is that we do not truly grasp what LPC (least preferred co-worker) is," states
Triandis (1993). (p. 169). The LPC is described by Wright (1996) as "an enigmatic personality
questionnaire." [Citation needed] (p. 53). The observation made by Schriesheim and Kerr (1977)
on page 23 that the LPC is a "measure in search of a meaning" seems to be an accurate way to
summarise these thoughts. When analysing the Fiedler model, it is important to keep in mind its
long history (it was created more than half a century ago) and its status as the first major
situational model. However, on the bright side, the Fielder model has taken into account the
significance of changes in the environment and shifted the emphasis away from solely analysing
the personal qualities of a leader and toward thinking about the connection that exists between
a leader and their subordinates (Liden & Antonakis, 2009). To add to the criticisms that have
already been presented, given that the model is based on the inflexibility of leadership style, if it
were correct then individuals in leadership positions would need to be moved around an
organisation as the task structure and position power varied. This is something that is hardly
practical and adds to the criticisms that have already been presented. In addition, the
characteristics of subordinates, such as their skills and knowledge, as well as their preference
for the leadership style of their leader (Wright, 1996), have not been taken into consideration.
Instead, the researcher has chosen to concentrate on the manager's "implicit notions of a
preferred subordinate/followership." It also does not reflect the evidence that leadership can be
cultivated, nor does it reflect the fact that the responsibilities and roles of a manager often vary
when an individual is promoted.
4. the "charismatic–inspiring models" and "heroic" leadership models
In response to the challenges that have been presented in the past, psychologists have
produced new models under the "new paradigm" umbrella, with the primary focus of these
models being the management of change and the movement of an organisation in a new
direction (Bryman, 1993, 1996). One who is considered to be "charismatic" as a leader is one
who possesses particular personality traits and acts in ways that generate trust, compliance,
identification with them, and confidence in their ability to succeed (e.g. Conger & Kanungo,
1988, 1998; House, 1977). "Vision" in the context of "visionary" leadership refers to an
appealing and credible picture of the future, which all parties involved in an organisation will
work toward realising (Bennis & Nanus, 1985; Sashkin, 1988; Tichy & Devanna, 1986). According
to research on leadership that has been published (for example, by Avolio et al. in 2009 and by
Gardner et al. in 2010), the model of transformational leadership developed by Bass is the "neo-
charismatic" model that is used most frequently (Bass, 1985, 1998). “Transformational” leaders
are well-known by being able to encourage subordinates to achieve organization’s objective or
vision; attain greater levels of their potential; and giving up their own interests towards those

6. that will benefit the organisation (Bass, 1985). (Bass, 1985). The following is a list of the four
transformative components that together make up the paradigm of transformational
leadership: demonstrating a high moral character and providing a clear sense of mission,
expressed in an inspiring vision, makes one deserving of admiration and respect and inspires
people to aspire to be like them. idealised influence involves encouraging followers to question
presumptions and beliefs held by themselves, the organisation, and the leader, and to reframe
problems and approach old solutions in new ways. intellectual stimulation involves encouraging
followers to question presumptions and beliefs held by themselves, the organisation, and the
leader. inspirational motivation involves communicating positive With reference to the
transactional components contained within the same model. "Transactional" behaviours are
those that are based on an exchange relationship between a leader and a subordinate, or on a
case-by-case basis, in return for the desired behaviours: reward, in which the desired
subordinate actions are rewarded, while disapproved actions are punished or sanctioned;
management by exception (active) and management by exception (passive), which are
corrective transactional behaviours that include critical feedback and negative reinforcement;
reward, in which the desired subordinate actions are rewarded; management by exception
Monitoring performance and intervening when it is deemed necessary are both part of this
process, as is making corrections only after problems have been identified. Last but not least,
there is the leadership style known as "laissez faire," which is really an abdication of leadership
because there is no interaction between the parties involved. It is regarded as being completely
ineffectual (Bass, 1998). The reason why transformational leadership is considered to be
superior to transactional leadership is due to the fact that the transactional model produces
outcomes that are expected, whereas the transformational model produces performance that is
above and above expectations (Bass, 1985). Bass (1997) presented the argument that the
fundamental phenomena are independent of organisations and nations. After ten years, the
results have subsidised to only 12.6% (Gardner et al., 2010), primarily due to the fact that "a
plethora of competing perspectives had emerged over the past decade to challenge these
perspectives, suggesting that diverse seeds for a potential paradigm shift have been buried"
(Lowe and Gardner's (2000) analysis of articles published in the highly respected Leadership
Quarterly between 1990 and 2000 revealed that 34% were based on these models; however,
after ten years the results have (Reichers & Schneider, 1990, cited in Gardner et al., 2010, p.
936).
As an illustration of this, in the year 1994, the management of a large water service company in
the United Kingdom sought to investigate new methods of working with new customers and to
give better commercial focus, flexibility, and development through the implementation of
business and technological transformation. The global financial crisis as well as increased
regulatory pricing control served as the driving force behind this development. In a similar vein,
"there are patterns of sequence such as crisis, exploration, awakening, followed by visioning
and engagement with the organisation." this applies to other types of transitions as well
(Ruddle, 1999, p. 138).
Procedures, habits, working styles, and enabling systems were all altered as a result of the
transition. The transformation that took place over the course of three years was both
emergent and planned. Success was influenced in various ways by politics, government, and
organisational structure. The leadership did not much shift over time. The experience of the
members was limited to only a few particularly large projects, not more sophisticated ones. The
leadership style that emerged as a result placed an emphasis on vision, coaching, and giving
front-line personnel the ability to drive change. (Ruddle, 1999, p. 139).
Ruddle (1999) provided the following condensed summary of the variables that contributed to
the successful transformation of the company:

7. Developing a business case for the organization's preparedness to change;
Possessing a strategic objective and vision that is crystal clear, well-articulated, and wholly
owned;
A leadership style that is proved to be energising, involved, and visionary in the top team;
Placing an emphasis on client propositions as well as the fundamental processes and capabilities
required to achieve those offers;
A shared sense of responsibility for upholding the organization's guiding principles;
Harmonization of the facilitative elements, in particular the reward, performance, and
institutional systems;
Adopt a new mode of operation that places a greater emphasis on high-level results obtained
using a variety of fair measurements; and
Investigating and attempting out new methods of carrying out work in order to form an
intention for the program's continued success.
5: paradigms of leadership that are post-heroic
After the global banking crisis and a string of corporate scandals, which are frequently
attributed to the avarice of senior executives, there was a rising dissatisfaction with "heroic"
leadership. This dissatisfaction was fueled by the fact that senior leaders are routinely blamed
for the scandals. One notable reaction to these models has been the rise in popularity of a new
genre of leadership texts in both professional managerial and academic publications. These
texts have denounced as crass the idea of attributing organisational success or failure to the
presence of a "saviour" figure, which is expressed in academic terms as "the romance of
leadership" (Bligh et al., 2011; Meindl et al., 1985). Others have advocated for the ethical
obligations of leadership, and some of their articles date back before the "heroic" models were
developed. New conceptions of leadership have emerged, with an increased focus on the moral
conduct of those in positions of authority. At the same time, an increasing amount of attention
is being devoted to the concept of leadership as a social process, which understands it to be
both dynamic and fluid. Leadership is becoming increasingly viewed as something that does not
involve "doing to" other people but rather as something that emerges from the way people "do
with" other people; specifically, how we work with and relate to each other as colleagues in the
workplace. Examples of this include "ethical" leadership, "genuine" leadership, and
"distributed" leadership approaches.
Justification for altering the resistance
Automation
According to the ideas of the philosopher Alfred Whitehead, civilisation advances as a result of
an increase in the number of significant processes that may be carried out without conscious
thought (Whitehead, 1911). The activity of the basal ganglia is linked to the neuronal
underpinning of automation, and it is this activity that enables the transition of activities that

8. are performed repeatedly consciously into habitual patterns (Yin & Knowlton, 2006).
Automaticity can be considered as an adaptive quality in light of the fact that it frees up limited
mental capacity for more important problems, and as automating everyday chores is one way to
accomplish this.
Automated patterns carry out their tasks in a methodical and unyielding fashion. This holds true
for lone individuals as well as entire organisations (Drucker, 1999; Langer, 1989; Weick et al.,
1999). Automated patterns will always carry out their tasks in the same manner from the very
first instance onward. Automaticity is useful during times of relative stability since programmes
do not require additional updates and, as a result, have a productive link with the surrounding
environment. This makes automaticity effective. However, if there has been a big shift in the
environment, the strategy that has been successful in the past might no longer be viable. A
strategy for a successful launch to the market may succeed in one moment, but fail
spectacularly in another, as the failure of General Motors to compete in the market
demonstrates (GM). The wealth that the firm had after the war led it to neglect smaller, higher-
quality, and more fuel-efficient foreign competitors. The corporation did this because it believed
that their strategy for the production of automobiles gave it the upper hand. Over the course of
several years, GM's market share rapidly decreased. After some time, adaptive attempts to
innovate were made, but by that point it was too late, and the company eventually failed
(Taylor, 2011). It is far easier to set up automated processes than it is to remove them. In the
case of General Motors, adaptation did not occur until the accumulated negative effects of the
pattern were so blatantly visible to the public that circumstances required a fundamental
rethinking of operations. Only then did General Motors begin to adapt to its environment.
The Repercussions of Waiting in Anticipation
The process of bracketing is an essential component of sensemaking for change agents and is
often subject to the weighty influence of anticipations (Eden, 1984, 1988; Madon, Jussim, &
Eccles, 1997; Watzlawick, 1984). One of the initial phases in the process of developing a self-
fulfilling prophecy is the construction of an erroneous conviction about the likelihood of a future
happening. This belief can then go on to become one of the driving forces behind the prophecy.
The believer will then act as if the occurrence is unavoidable, interpreting the actions and words
of others in a manner that provides support for their hunch. By doing so, he or she "performs" a
universe that appears to be less of a creation of his or her own authorship and more of an
intelligent perception of reality. Consequently, this suggests that he or she is not the author of
the universe (Weick, 1979). Accordingly, studies have demonstrated that instructors' and
leaders' expectations regarding the capabilities and potentials of their students or employees
influence how these persons are judged and handled in the classroom and in the workplace
(Berger & Luckmann, 1966; Eden, 1988; Eden & Shani, 1982).
Faults in communication on the part of change agents, such as failing to legitimate change,
overstating its prospects of success, and neglecting the motivating actions necessary in order to
activate subordinates into actions, can also contribute to the occurrence of resistance. These
factors can all play a role in the phenomenon of resistance.
When change is needed, one of the most common miscommunications that occurs is that there
is "no demand for action." To maintain one's legitimacy and credibility during the process of
transformation, rationalisations and an accurate portrayal of the situation are required;
however, taking action is not one of these requirements. Even though talking is extremely
important, not all forms of communication result in action (Eccles et al., 1992; Ford & Ford,

9. 1995; Winograd & Flores, 1987). Only performance talks are intended to stir up some kind of
response (Ford & Ford, 1995).
When leaders believe that having an understanding is sufficient to drive action, they prioritise
conversations aimed at having an understanding over dialogues aimed at improving
performance, and as a result, they see very little to no action (Beer et al., 1990; Ford & Ford,
1995).
According to the findings of Ashkenas and Jick (1992), who conducted research on General
Electric's Work-Out Program as an example, individuals had the naive expectation that recipient
understanding and acceptance would lead to action without the need for discussions for
performance. People inferred this since there was a lack of clear information regarding
performance. If leaders of change make this assumption, they may incorrectly attribute the lack
of action to resistance rather than a failure to use an appropriate way of communications,
particularly communications for performance appraisals. This is because leaders of change may
fail to use an appropriate way of communicating with employees about their performance. This
could be a concern since it could lead to a lack of action being taken as a result of the failure.
According to the findings of Barrett, et al. (1995), when people voiced concerns regarding the
implementation of total quality leadership, it kept the conversation going, provided change
agents with an opportunity to clarify and legitimise the shift, and gave subordinates a chance to
formulate their own interpretations of the shift, which ultimately led to their acceptance of the
new policy and their willingness to expand on it.
As a consequence, resistance may, in an odd turn of events, prove to be an essential component
in the achievement of the change itself, rather than an obstacle or a negative. Given the fleeting
nature of conversations and the extinction principles found in linguistic behaviour (Skinner,
1991), one can draw the conclusion that if people want a change to go away, they would be
better off avoiding the topic altogether rather than engaging in "resistance" communications,
which would only serve to energise it and facilitate its propagation and spread. (Czarniawska &
Sevon, 1996).
2.3 Concluding Remarks
The purpose of this article is to provide a critical analysis of various models of leadership that
have been developed throughout the course of history and reflect the relationship between
leadership theory and change management. It was abundantly clear that the culture of an
organisation serves as a mediator between the association between leadership style and
performance, and that shifts in cultural characteristics have an effect on the organization's
efficacy and productivity. Cultures that are competitive, innovative, and sensitive to external
conditions have a significant and positive impact on the performance of an organisation and
contribute to the maintenance of a sustainable competitive advantage (Barney, 1991).
Understanding organisations requires having an understanding of both leadership and culture.
Managers can't afford to ignore either one of them or become complacent about the other if
they want both of them to be successful. The findings of this comparative study of five different
companies suggest that a successful implementation process should be supported by careful
change management, innovation, and cultural readiness. When corporate leaders and managers

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12. The globe has become a little global village as a result of globalization; a village in which
there is an ever-increasing stream of contentions and conflicts between organizations. In this
setting, the business tactic that will prove to be the most successful and profitable for any
corporation is the development of original approaches to commercial activity.
The topic of discussion for this thesis is the part that leadership plays in the processes of
organizational change and innovation.
If the leader is skilled and competent, then they will be able to manage an organisation or the
process of organisational change more effectively and successfully. This applies whether the
leader is acting as the person in charge or as a change agent.
Rapid technological advancements, high expectations of customers, and constantly shifting
market situations have forced organisations to continually reassess and reevaluate how they
operate, as well as to comprehend, adopt, and implement changes in their business model in
response to shifting trends.
Change inside companies is both an expectation of the present and a prerequisite for their
continued existence. Along with all of its implications and importance, the process of
organisational change is also a very complex and challenging one. Organizations these days
have a good understanding of the matter's significance, and they are making serious efforts to
prepare themselves not only for the present trends, but also for the trends of the future in
order to achieve a level of success that is sustainable.
According to research, around seventy percent of organisational reforms are not successful in
achieving their aims.
A highly effective and highly competent leadership that is well capable of perceiving the
most desirable shape of an organisation and addressing the issue of organisational change in
the most appropriate way is required for the process of organisational change. Given that
leadership plays a central role in the evolution and cultivation of an organisation, this
requirement is necessitated by the fact that the process of organisational change requires an
organisation to undergo a change.
A leadership that possesses the competencies of "Vision" and "Innovative Approach" along
with other characteristics along with the results of real life cases of organisations that are
studied for this thesis shows that such a leadership can prove more effective to conclude the
complex phenomena of organisational change with success. This conclusion is based on an

13. analysis of the literature that was reviewed and the results of real life cases of organisations
that were studied. Further, effective organisational transformation can pave the way for
innovation within the business, which is essential to the organization's continued long-term
success and viability. As a result, this thesis offered a model that is derived from the literature
on leadership competences, organisational change, as well as sustainable success and
innovation.
Change has always been one of the most challenging aspects of running an organisation, just
as it has always been an inevitable aspect of living a human existence.
Change is something that pulls individuals out of their comfort zones, which compels them to
change their behaviors and makes them feel extremely uncomfortable. As a result, humans
find it very difficult to embrace change because of these reasons (Lorenzoni, Nicholson, and
Whitmarsh, 2007).
An effective method to dealing with change in two distinct areas, namely the organisation
and the individual, with individuals and the broader organisation adjusting to change at their
own pace and in their own unique way is what we mean when we talk about change
management in an organization (Rouse, 2014).
It is possible for an organisation to seize an opportunity to acquire a competitive advantage
through change management if the company is able to implement change in the market in an
effective and efficient manner and adapt to new market conditions (Du Plessis, 2007).
The process of change management can be broken down into three stages: first, adjusting to
change, then regulating change, and last, putting change into action.
The first step in the process of adjusting to change is figuring out whether or not an
individual is ready to adapt to the changes and whether or not they are willing to commit to
the change. The second step entails exercising control over the change and incorporating it
into day-to-day activities. The final step in making a change is to make sure the change sticks
and to adapt your lifestyle to reflect the new norm. (Hritz, 2008) It is difficult to determine
how much time will be required for the process of change management in an organization.
This is due to the fact that the ability of individual employees to adapt varies widely. Some
employees may readily accept change, while others may require more time to become
involved in the change. In the same way, some workers in the company will welcome the
adjustment, while others possibly won't. To ensure that the long-term process changes are

14. maintained, the leader should maintain open communication with the group of employees and
work closely with them (Wuestman and Casey, 2015).
Change is something that pulls individuals out of their comfort zones, which compels them to
change their behaviors and makes them feel extremely uncomfortable. As a result, humans
find it very difficult to embrace change because of these reasons (Lorenzoni, Nicholson, and
Whitmarsh, 2007).
Change has always been one of the most challenging aspects of running an organization,
Without the capability to change and adapt to the challenges, opportunities, and threats they
are confronted with, it is highly unlikely that organizations will be able to achieve their
strategic objectives, survive, and thrive.
This calls for organizations to have leadership that is not only highly capable of
understanding and analyzing the needs of the current business environment, but also
demonstrates the ability to effectively and helpfully suggest the form of change that would be
the most suitable by utilizing his or her vision, and then implements this change by utilizing
his or her innovative approach to successfully achieve the organization's vision.
The purpose of this thesis is to explore the relationship between successful organizational
change and leadership on the basis of h/her two characteristics, which are "Vision" and
"Innovative approach." This is done with the knowledge that organizational change is
important and with the acceptance that leadership plays a key role in the change process.

15. Leadership is based on the achievement of objectives, whereas management is primarily
concerned with completing duties.
Moreover, the concept of risk is distinct between the two categories. The emphasis of
management is the reduction of risk. There are numerous models for minimizing risk.
Uncertainty-averse decision-making is a prominent strategy for mitigating risk.
Such could, for instance, be indicative of managers avoiding volatile assets. On the other
hand, leaders have a high risk tolerance.
In this regard, leaders are more prone to deviate from the norm and endeavor to implement
changes that are appropriate, but whose introduction may raise doubts.
The three components of visionary leadership are the individual, the individual's behaviour,
and the setting in which the leader operates. Visionary leadership is a powerful method for
retaining and attracting command. In any organisation, the leaders wield power, and hence
their thoughts have the upper hand. Therefore, a leader delivers orders, and those instructions
are taken more seriously than if they were given by a person without power. These
comments, commands, and orders are only acceptable if the leader has a vision. Visionary
leaders inspire others to lead by setting a good example themselves. Therefore, visionary
leaders are more inclined to evaluate the long-term consequences of current acts. Therefore,
they do not view authority as a weapon for personal gain or use. Instead, they consider
authority as a resource that must be used for the benefit of everybody, and hence they
endeavour to advance the organisation they represent. Lastly, visionary leaders have a strong
sense of personal commitment, charisma, and inspiration, both on an individual and
collective level, as well as superior intellectual and problem-solving abilities.
There are some leadership competences that have been proven and are mandatory for
effective and successful leadership (Bennis, 1987). There are different competences which
are very effective for leaders and which also have connection with the successful
organizational change.