本文主要讲的是领导者，对相关信息进行解释和分解，以确保每个人都能准确、一致地理解共享的信息。另一个主要的支持角色是激励者。作为一种激励因素，领导者能够使员工以一种紧迫感和一种承诺和激情与变革管理保持一致(Branson, 2008)。领导者会理解改变是困难的，领导者也能够确保，除非人们有动力走出舒适的工作水平，否则改变可能不会发生(布兰森，2008)。好的领导者既是实施者，也是激励者。他们将确保他们对变化负责，他们也将确保作为变化管理过程一部分的人也对变化负责(Kotter, 1995)。本篇英国毕业论文文章由英国论文人EducationRen教育网整理，供大家参考阅读。
Relevant messages are interpreted and broken down for the employees to ensure everyone understands the information being shared in an accurate and a consistent manner. Another major support role is that of the motivator. As a motivator the leader enables the employees to become aligned with change management with urgency and at the same time with a commitment and passion (Branson, 2008). Leaders would understand that change is difficult and leaders would also be able to ensure that unless people are motivated to get out of their comfort levels of working, change might not happen (Branson, 2008). Good leaders are both enforcers and motivators. They would ensure they are accountable for change and they would also ensure that the people being a part of the change management process are also accountable for change (Kotter, 1995).
“Delivering strategic change is only half of the story. The other half is all about sustaining the change permanently, so as to deliver the strategic benefits on which the business case for the initiative depended, and then sustain them into the future” (PMI, 2014, p.3). The delivering of change by change management is only a partial success, the full success of change management is noted only when the change management becomes sustainable. The role of the leader is not only to initiate the change as a sponsor of the change by creating a sense of urgency but should also be able to promote the change sustainably by creating a permanent need for the created change in the organization (PMI, 2014).
The behaviour of the employees has to be reshaped in order for the change to be sustainable. The very culture of the organization has to be changed such that it embraces that change managed and the employees by becoming part of the change they created then change will be sustained (Bolden & Gosling, 2006). Where the employees are not part of the change and do not believe they are part of the change process then they would neither understand nor appreciate the change their organization went though. Their attitude and identity in the context of the change would be confusing compared to their original identity with the organization and this would not help them accept the change, hence challenging its sustainability.