Organisations are changing faster and the change is inevitable in the modern world. Business leaders have identified that the business growth would be the top priority in the post financial crisis and one of the critical factors for this growth is the capacity for a change of their people. However, it also says that a major drawback for Organisational change would be the inability or limited capability of the leaders to manage the Organisational change (IBM Business Consultancy Services 2004 cited in Karp 2004). Mullins, 2002 also suggests that managing the Organisational change is of paramount important to organisations today.
This literature review (during the period 2000 and 2012) examines the organisational change and the purpose is to recognize the OC with the key challengers faced by change leaders whilst identifying the drivers for change.
The following issues i.e. that the skills that: 1) a change leader would require to take part in change management programs and to develop new ways of approaching organisational change, 2) directly transfer across various contexts 3) are required for OC, but not evident in the literature are being discussed in detailed in this document.
Finally the document shows how the each skill will be used to counter the challenges faced by the leaders and how they would be helpful to drive a change.
Skills required to take part in change management programs
Emotional intelligence is one of the skills that a leader should possess for change process and can be defined as the ability to ascertain, measure, and control the emotions of oneself, of others, and of groups, Salovey and Mayer (1990) cited in Kerr et al (2006). As suggested by Humphrey, (2002) leadership is also an emotional process, whereby leaders recognize subordinates emotional conditions,
