Enduring Skills for Change Masters Module 5

In most instances, what sustains organizational change and leadership is not bold strokes. This is because as much as these bold strokes do produce fast change, they end up not building the long-term capabilities needed in organizations. Indeed, such leadership actions are often defensive as a result of flawed strategies or failure to adapt to the changing organizational conditions (Gulati, Mayo, & Nohria, 2013).

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Since change has become a major theme of leadership, leaders must be armed with the required skills to see their plans through. The seven skills as suggested by Kanter serve as the best benchmark that leaders can refer to every time they wish to introduce change in their organizations.

References
Gulati, R., Mayo, A., & Nohria, N. (2013). Management. London: Cengage Learning.
Kanter, R. M. (2003). Leadership for Change: Enduring Skills for Change Masters. Massachusetts: Harvard Business School.

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