“Leadership is a journey of discovery. It is the expression of a person at his or her best whose aim is to transform something for the better and to develop this potential in others. It is not a solitary pursuit but one that harnesses the energy of those around you” (Owen, 2002). Managing the organizational changes and improvements is considered to be one of the most complex tasks of leadership. Evolution of new ways of communication, organization tasks, and management of people has become an ongoing process of strategies and planning. As the organizational dynamics of a business change with the conditions of the marketplace, so do the lives of the leaders and the managers that run them. As leaders eagerly strive to develop new organizational structures with a shared vision of emphasis it focuses on the company’s objectives and mission.
The more idealized or utopian the goal advocated by the leader, the more discrepant it is relevant to the status quo. And, the greater, the discrepancy of the goal from the status quo, the more likely followers will attribute extraordinary vision to the leader. By presenting an idealized goal to the followers, a leader provides a challenge and a motivating force for change. (Conger & Kanungo, 1987).

Effective managers of change understand that unless people are changed, change will not happen. The more people trust the leader, the more willing they are to accept the changes that are set in place. The attainable objectives and mission must be inspiring to all who are a part of the organization. Through effective leadership, corporate culture, change management, and organizational behavior organizations will understand and obtain the skills necessary to proactively manage change. When an organization’s leadership strives to execute change, careful consideration must be given to the impact of change level, execution and