Creating leaders for successful change management

Abstract

Purpose

The purpose of this paper is to explain why change programs fail in spite of best practice processes and procedures and to examine the improvements that can be made by developing effective change leaders.

Design/methodology/approach

The paper is based upon the author's expert knowledge and includes a case study of an organization that is an exemplar for successful change management, having been censured for its lack of success only a few years ago. The paper identifies the actions that helped this organization improve its capability for change.

Findings

Change initiatives are more likely to be successful when change leaders are developed and mentored through an organization-wide, structured, aspirational career development program, which encourages change leaders to focus on the big picture, to use their network, to engage with stakeholders and to develop their own emotional intelligence and resilience.

Practical implications

The paper explains that organizations need to change their thinking and practices around change management to do more to address the skills, attitudes, capabilities and relationships of the people involved – particularly change leaders.

Originality/value

This paper examines the often-overlooked topic of developing, coaching and mentoring change leaders and includes a previously unpublished case study. It provides a blueprint for action for other organizations struggling to deliver successful change programs.

Citation

Kilkelly, E. (2014), "Creating leaders for successful change management", Strategic HR Review, Vol. 13 No. 3, pp. 127-129. https://doi.org/10.1108/SHR-01-2014-0004