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• W2600212845 abstract "Motto:Progress is impossible without changeWinston Churchill1.introductionThe economic crisis revealed the impor- tance of organizational capability to adapt to the everlasting changing environment.While has become a regular fea- ture of organisational life (Burnes, 2004), lead- ership plays a crucial role in this endeavour. The success can be assessed consid- ering different parameters such as organiza- tional context, factor necessitating change, strategy for and actors involvement. However, while specific pre-planned steps for each project are necessary, the implementation is liable to the perception of individual benefits and the satisfaction the actors can get1 . Therefore, the social trustfulness relationships within organiza- tion are important and various theories tack- le both the expected roles of leaders as well as the required traits of them.The purpose of this paper is to highlight a few organizational drivers of successful changes within Romanian companies, such as the internal processes and communication, attention for the final result or objectives.The first part of the paper briefly pres- ents some theoretical elements of leadership and communication. The second part of the paper treats in detail the research methodology used. The results are analyzed and interpreted in the last part, followed by final conclusions.2.theoretical backgroundA couple of terms commonly appear in discussions related to leaders: vision, followers, ethic or communicational abilities. However, a sign of the leaders' existence is the successful changes implemented within the organization they do belong.Organizational reflect the move from the ongoing situation towards certain desired situation in the future that is aimed at increased efficiency and competitiveness2 . It has been studied by many scholars and vari- ous key success factors were revealed. Lippitt (1958) considers that interventions intended to modify the functioning of an organiza- tion should be premeditated. Lewin, Elrod and Tippett (2002), reflect that specific pre- planned steps are necessary for each initiative. Therefore, they consider planning of implementation as the most impor- tant key success factor.However, implementation methods based on planning might not be ef- fective in rapid and unpredictable environ- mental changes. Scholars like Kotter (1996), Kanter et al. (1992) and Luecke (2003) reflect- ed on the 'emergent approach' of change. In their view, is a process of learning, developed by organisations in their quest to responds to the internal and external envi- ronment. Moreover, Todnem (2005) consider that readiness and facilitating for change of the organizational players is the most proper approach of change.Leaders have a significant role in the launching and implementation of organiza- tional changes. They must be successful in scanning and interpreting of environmen- tal opportunities and threats, as well as they must motivate people to accept changes designed to solve problems or to seize the opportunities.The leadership researchers have found out that there is a significant difference in the expected roles of leaders and required traits of leaders3 . Traditional images show leader as the main designer, the one that implement changes, a highly-empathic and skilled ora- tor. It has a vision, is familiar with project management, and successfully supervises and controls. On the other side, the leader is facilitator of emergent change that makes connecting possible, while amplifies issues4 to get the critical mass necessary to move for- ward the organization.To be effective in implementa- tion, leaders, as agents, need not only to overcome resistance from other members of their organization, but also to encourage them to adopt new practices (Van de Ven, 1986). …" @default.
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• W2600212845 date "2013-01-01" @default.
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• W2600212845 title "Leadership Evidences: Communication and the Organizational Change Success" @default.
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