Reference no: EM132206726

Corporations are confronted with two challenges today: the increasing demand to change in order to stay competitive and the implementation of successful organizational change. Although they usually bow to the demand for change, studies have found that more change initiatives fail to meet desired outcomes. Organizational change failure is often attributed to management style, employee reaction, and failure to integrate change outcomes. Organizational change is the process in which an institution changes its culture, operational methods, structure, strategies or technologies. This dissertation uses systematic review of literature to examine leadership style, employees’ reaction to change, and change outcomes management. The relationship between these three variables were examined in order to identify the factors that influence successful organizational change in corporations. It was found that transformational leadership style, organizational change readiness, and effective communication are three key factors that influence successful organizational change. Transformational leaders create and provide vision for change and maintain relationship with followers. Organizational readiness involves planning, developing strategies, and implementing change. Specifically, readiness impacts employees’ commitment, beliefs, attitudes, and intentions toward change. Communication provides clarity, direction and enforces commitment to change. In conclusion, the findings imply that a combination of leadership and managerial skills can lead to successful change management. The preparation of an organization for change through effective communication with followers can influence successful organizational change.