The Effects of Transformational Leadership and Resistance on Organisational Change.

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THE EFFECTS OF TRANSFORMATIONAL LEADERSHIP AND RESISTANCE ON ORGANISATIONAL CHANGE. ABSTRACT Resistance is a central element of organisational change. Resistance in any organisation is regarded as a significant element to all change management decisions. Organisational resistance through an effective organisational culture and leadership that’s transformational, can overcome preliminary obstacles by managing change initiatives. This study has found leadership, communication and participation as three essential elements to managing resistance to change programs. All stakeholders such as leaders, suppliers and customers need to be involved for change initiative success. Transformational leadership creates important changes through inspiration to improve individual and group performance, therefore critical to effective organisational change. Transformational leaders that display emotional intelligence can expect a follower’s agreement and greater accomplishment compared to other leadership styles. A real life example of successful transformational leadership is included. Resistant behaviour transpires when change alters the relationship and understanding between employees and the organizations mutual obligations, that are specified and definite (Wanberg, 2000). According to Albert Ellis‘s rational-emotive therapy (1977) and Aaron Beck‘s cognitive theory (1970), we arrive at a conclusion through our way of thinking (Cameron and Green, 2004). The reactions that are given to specific cases are the result of our thought process (Burnes 2003). Self concepts and values are the main determinants of our beliefs, which influence our attitudes, feelings and behaviours. Finally at the end of this thought process, we reach a result (Cameron and Green, 2004). When the new terms of change are not understood in influencing the employee’s motivation in

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