Critical management and leadership issues relating to managing major organisational change are examined. It is shown that the key to leading change successfully through turbulent times is to recognise and respond to the needs, fears, and interests of the people who will be most affected by the change. The management techniques suggested have two primary goals. The first is aimed at optimising the attitude and leadership skills of the manager responsible for making the change happen. The second is to provide the means by which the manager can obtain the full support and co‐operation of his/her employees during the change. If both of these goals are met, the probability of success in leading major change becomes far more attainable than might otherwise be the case.
Darcy, T. and Kleiner, B.H. (1991), "Leadership for Change in a Turbulent Environment", Leadership & Organization Development Journal, Vol. 12 No. 5, pp. 12-16. https://doi.org/10.1108/01437739110004569
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