The Human Face of Organisational Change Buchkatalog

This study investigated a possible extension to existing transformational leadership models used during organisational change programs.Original models of transformational leadership looked at staff members from an organisational perspective, whereas the potential extension, concerns the human aspects of organisational change.The new extension consists of four components:communication, team building, stress and coping and inter-group conflict.This extension to the transformational leadership models appeared to be an exciting addition as it addresses important human resource issues experienced during organisational change. Managers were enthusiastic about implementing change but were unable to offer effective support for staff.During change staff and managers said that communication was poor, they experienced considerable stress and needed help in order to cope effectively, high levels of inter-group conflict were reported and team building was nonexistent.These findings provide strong support for leaders to pay increased attention to communication, team building, dealing with conflict and managing stress during times of increased change.