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ange. For them political skills are also important. Coordinatong the needs of diverse constituencies and buliding partnership among groups is of crucial importance .

Leadership and Implementation of Change

The role of leadership in planned change carries with it a great deal of responsibility. In the literature related to organizational change, leadership prominently features as an important catalyst to change. Most leadership theorists agree the role of leaders in advancing organizational change in any setting can be crucial to the ultimate success of that change (Fullan, 2001; Kotter and Kohen, 2002). The effectiveness of a planned change effort is dependent upon leadership's role in extending awareness and knowledge of the planned change to the organization (Benne and Birbaum, 1969). Scott (2004), in his discussion of a framework for effective change, stated that 'Change management is essentially about the art of managing paradox' (p. 11). He also acknowledged that 'Change does not just happen, it must be led' (p. 9). Rowley and Sherman (2001) echoed Scott's (2004) position: 'Leadership is the key to effective change management'. Perry (2003) studied institutional change at The College of New Jersey from 1975-1996. She determined that the three most critical factors for change implementation were a supportive culture, a clear vision, and determined leadership.

Resnick (1993) identifies five conditions for change, and leadership is one factor which he considers necessary for successful change. Nadler (1993) describes three major areas that have been identified as being critical to effectively managing organizational changes. According to Nadler, managing the transitions is one major area for successful change. Out of the 12 action areas, he identifies leadership support of the change as a critical area for effective implementation of change. The same author further stresses that managers of the organizations must devote time, effort and attention needed for successful change. Dunphy and Stace (1993) indicate that there are two critical dimensions of organizational change. The first is the degree or scale of change and the second is the style of leadership required to implement that change.

Management literature indicates that many organizations do not adapt effectively to change in their environments while this strategic mal-adaptation can occur for a variety of reasons. Theorists tend to focus on organizational inertia as an underlying phenomenon. Much of the literature also focuses on overcoming employee resistance to change. (Kimberly and Quinn, 1984). Evidence also exists that leaders themselves are not uniformly open minded about change. (Hambrick et al 1993).

A variety of roles have been prescribed for the change managers. Essentially, change mangers function as link between the innovation source and the target audience. Havelock and Havelock (1973) cite four primary roles: catalyst, solution giver, process helper and resource linker. They argue that these roles are mutually exclusive and that change managers need strong interpersonal and communication skills as well as leadership ability in order to work effectively. Rogers (1995) provides an expanded list of responsibili本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。