Literature Review of Organizational Change, 2000 to 2008

Introduction There has been a considerable body of literature dedicated to assisting organisational leaders in their endeavours to implement change (Holt, Self, Thal Lo 2002). Many authors concur that the prime task of leaders is to bring about change and that leadership and change management are indeed inextricably linked (Burnes 2003, Stoker 2006, Maurer 2008). Robinson and Harvey (2008) maintain that the acceleration of globalisation has resulted in a tumultuous state of change as organisations struggle to adapt to new models of leadership. Consequently, few would dispute that with such increasing globalisation, deregulation, rapid pace of technology and shifting social and demographic trends that leading organisational change is†¦show more content†¦(2003) who argue that regardless of the specific phases of the change process or which type of change model is used, the extent of success at the end of the process is affected by the leader’s ability to influence members of th e organisation to adopt and implement change. Essentially these ‘influence strategies’ encourage affected employees to adopt and exhibit the appropriate behaviours that translate into organisational gains (Holt et al. 2003). Landrum, Howell and Paris (2000) also point out the importance of being able to apply leadership skills that will gain commitment from followers and change attitudes, beliefs and if necessary the goals of followers. Accordingly, it can be seen that one of the skills a leader and indeed a change leader must possess is the ability to influence employees. This gives rise to establish what specific skills an individual change leader requires to exert this influence. Graetz (2000) and Ellinger, Ellinger and Keller (2003) highlight that there has been a radical shift in the role of senior managers from the traditional authoritarian, command and control style to a more open, participative approach that emphasises a non-positional, team-based and empowering model. With the focus on cooperation, communication and collaboration, Graetz (2000) maintains that managers need to adopt a completely different range of leadership skills in addition to the traditional technical dimensions of management. Stewart andShow MoreRelatedA Study On Refining Organizational Training Essay951 Words   |  4 Pagescapabilities is at the core front of any organization. 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