The Human Face of Organisational Change

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.

Autorentext

Camille Jackson is an Associate Professor at the Kuwait Maastricht Business School. She has a BArts,BComm,MMan,MBA(Adv), DBA. She has lectured Organisational Behaviour, Human Resource Management, Business Communication and International Business. Her areas of interest include leadership, Organisational Change, and Globalisation.