The role of leadership in organisational change

This tendency is caused by companies’ desire to be successful and earn money hand over fist. Let us refer to appropriate sources in order to define the role of leadership in organizational change. Elving in conducted research (2005, pp. 129-138) claims that organizational change requires changes in communication. This study suggests that communication in organization creates a community and serves as an informative methodology. The researcher presents six propositions of communication factors which influence changes rejection. Nevertheless the author underlines that informative role of communication can positively influence readiness for changes in organization while it develops organizational commitment and give certainty to employees.Bovey (2001, pp. 534-548) explores resistance to organizational change. The author interestingly emphasizes that resistance to change is rooted not in individual, but in organization itself. He offers 5 mechanisms to resist organizational changes. Thus in case of following suggested mechanisms such as humor, anticipation etc employees and managers will easily adapt to newly introduced changes.Caldwell’s research (2003, pp. 285-293) explores change leaders as transformed managers. The author claims that change leaders are on the top of the company and they work out strategy of change and change managers translate their strategies into actions. We can correlate this study with the work by Smith C. (2002, pp. 448-460) on leading change which intrigues us with its correlation with Jungian interpretations of the book of Job. The story of Job from the Bible is considered to be the basis of current organizational life. The image of Job is a predecessor of modern leader. Transformation of Job in modern manager and change leaders as transformed managers has many traits in common. Modern world is anxious and modern leaders should have skills to react to all evoking