It is a well-known saying that change is the only constant, and the only thing we can be sure of about the future is that it will be different. Guided by such views, it is easy to understand why corporate management is under permanent pressure from organizational transformation. Maintaining harmony between the company and its environment is not a temporary task but a continuous process.
Too often, the analysis of organizational changes within a company takes place in narrow managerial circles high up the corporate hierarchical ladder. The reasons are clear, from keeping confidential information away from competitors’ attention to preserving stability and focus within the company before making a decision about organizational change.
Characteristics and Behaviors of Successful Leaders in Conditions of Organizational Change
The key challenges of successful organizational transformation primarily arise in the implementation phase, when the needs for key competencies of successful managers (focus on short-term, stability, and efficiency) are largely replaced by the needs for key competencies of leaders (focus on people, proactivity, long-term, and sustainability).
Many successful managers are unaware of the necessity to change the paradigm of their actions when they find themselves in the process of organizational transformation. Therefore, they apply a predominantly managerial approach to change management that does not sufficiently support their successful implementation. Thus, the key question is what leadership skills are necessary for the successful implementation of organizational changes?
Due to the uncertainty that every change brings, including business changes, especially among employees who are the key bearers of change, it is essential to create a positive climate in the company before embarking on change. Good leaders recognize individuals who have a proactive and positive approach in their actions and appoint such individuals as key bearers of change. Positive individuals have understanding and patience for others, and by building relationships with other employees based on these strengths, they act cohesively and soothingly on their environment. They are the bearers of trust.
Good leaders also understand the importance of creating readiness for change. This is primarily manifested through symbolic beginnings of the transformation process through special (often public) events, clearly emphasizing commitment to the new direction. At the same time, they support the efforts of those employees who have recognized and accepted the importance of transformation as a key enabler of the necessary changes.
