change strongmanagementstrong — or change leadership - mba 530.pdfVIP

Change management — or change leadership? Received (in revised form): 3rd February, 2003 Roger Gill is Director of the Research Centre for Leadership Studies at The Leadership Trust and Visiting Professor at the University of Strathclyde Graduate School of Business, where he was formerly Professor of Organisational Behaviour and Human Resource Management and Director of Executive Development Programmes. In addition to academic appointments in the UK and the USA, he has worked as a management consultant in the UK, the Middle East and Southeast Asia and as a human resources manager in industry in the UK. KEYWORDS: leadership, management, change ABSTRACT This paper argues that, while change must be well managed, it also requires effective leadership to be successfully introduced and sustained. An integrative model of leadership for change is proposed, reflecting its cognitive, spiritual, emotional and behavioural dimensions and requirements. The model comprises vision, values, strategy, empowerment, and motivation and inspiration. The paper concludes with a brief account of the application of the model in varied strategic change situations. ‘... there is no more delicate matter to take 2002). The reason for this, this paper in hand, nor more dangerous to conduct, contends, is not necessarily poor nor more doubtful in its success, than to set management of change but more likely a