Communications of the IIMA


There are many change initiatives reported today that are failing to deliver the expected results. The reasons for failure include the lack of leadership, lack of direction, no clear strategy, employee resistance and an inability to sustain changes in the long term. This paper investigates IT leaders’ capabilities and the impact their role has within the change cycle. It explores what makes a successful change leader while uncovering some of the behavioral issues that people display during change. This paper argues that by adopting the right change approach as a team collective and developing strategies for managing resistance, communication, speed and sustainability along with a framework model should create the right conditions for change to flourish thereby improving the chance of future success. The research assesses the change capability of an IT services business leadership team about to embark upon a major change program across its global organization. A qualitative approach was used to establish current leadership change capability levels and readiness state of the organization through the use of semi-structured interviews with the individual IT leaders. From this evaluation, the paper explores the creation of a model to aid the management of change leadership.