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Leadership is an action, not a position

As dealing with change becomes a regular activity, leading it becomes a skill to hone, an internal capacity to master.”

– Arnaud Henneville

The impact of change can be felt throughout organisations. Change can be viewed as positive or negative, joyful or frustrating, essential or unnecessary, easy or difficult. The role of leaders in bringing about change is indispensable, in most cases leaders are the ones who must translate the vision of change and transfer it from the level of the senior leadership to the employees and help the direct subordinates to deal with feelings of change and transition, and influence those who make change to create consensus and commitment in order for change efforts to succeed. leadership of change is important, especially in light of the challenges and calls for change facing contemporary organizations from outside due to factors: globalization, information and communication technology.

Leadership skills are an essential component of all success equations, whether on a personal, professional or academic level. When an organization fails to achieve its main goals, the leadership or senior management bears the blame, and when the institution succeeds and its work develops, success is almost always attributed to leadership. Therefore, the success or failure of any organization, group, society, or government depends on the leaders and leadership styles used in the organization. For me, leadership has always been a significant and important element of implementing successful change, and its importance has increased in recent times because of changes that were never on the list of anticipated risks )Blanchard  2010 ). As a result, we have seen that recent research focusing on changes in leadership styles pays a great deal of attention to the way leaders interact with employees and integrate them in the context of change, realizing that successful leadership requires a wide range of knowledge and skills.

As for the ” John Kotter” change in leadership model, it states that the change process requires leaders and not managers, and those who undertake change initiatives must not make some mistakes, such as underestimating the importance of the future vision. It is noteworthy that this model includes three phases: The first and initial step being “melting the ice” which is achieved through four steps: creating a sense of need for change while also creating a strong alliance to lead change, developing the strategic vision, and communicating the vision to all members of the organization, moving on, the second phase is called “introducing change”, which is the progressive introduction of different changes carried out through three steps, which are empowering workers to implement change, achieve small gains and not stop work, while the third phase is called “re-freezing”, which aims to install change in the organization’s culture ( 1996 ).

“One of the most important aspects of effective leaders today is the ability to lead change,” says Joseph Folkman, an expert in leadership development. “The most distinct difference between people we consider good managers versus those we consider great leaders is that leaders are adept at making change.” A successful change strategy requires not only good planning, but also good leadership, as strategic change does not happen on its own. Additionally, I have learned that effective leaders are the ones who direct the process from start to finish. Thus, employees expect their leaders to display a lot of clarity, communication, and accountability – especially in the midst of change. (Zenger et al. 2004).


  • Blanchard, K., (2010) MASTERING THE ART OF CHANGE-Ken Blanchard offers some strategies for successfully leading change. Training Journal, p.44.
  • Kotter, J. (1996) Leading Change, Boston, MA: Harvard Business School Press.
  • Zenger, J.H. and Folkman, J., (2004) The handbook for leaders: 24 lessons for extraordinary leaders. New York: McGraw-Hill.


By Nadia

A mother of three kids and an international postgraduate student at Newcastle University. "The kindest thing you can do for someone else listens without forming an opinion."

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