Effective Leadership for Organizational Change
# D. R. Khanal
Introduction
The successful completion of the Constituent Assembly election has held the nation towards a new horizon. The new leadership and new pathway have definitely made all the Nepalese people very questioning about the upcoming time. In Nepal, a rapid progress has been observed in the development of political as well as business leader in the recent years. This is what the exact change management job needs to be performed by the leaders.
Every few hundred years in western history there occurs a sharp transformation. Within a few short decades, society-its world view, its basic values, its social and political structures, its arts, its key institutions- rearranges itself. And the people born then cannot even imagine a world in which their grand parents were born. We are currently living through such a transformation (Drucker, 1993).
Usually the idea for a change arises from one visionary person or group. The capability of the leaders to consider new ways is the first element of change. However, saying "yes" to change means very little unless they then set up an infrastructure to accomplish it, including: A believable story of why change is necessary, a shared vision of where the organization is going, involvement of every effected person, continual two-way communication, clear policies, investment in the resources to support the transition, training in new roles and skills, support for personal difficulty with change, and transition structures to manage design and implementation.
Against a backdrop of increasing globalization, deregulation, the rapid pace of technological innovation, a growing knowledge workforce, and shifting social and demographic trends, ...