Overcoming Resistance Through Organizational Change Models and Leadership Strategies

Abstract

This study aimed to explore the phenomenon of resistance to change during organizational transformation. The environment studied included areas of project management, where companies are evaluating the benefits of using Agile methods over traditional methods of project management and the impacts of resistance from senior leaders and employees. Kotter’s eight-step framework of change was used to present a model for leaders to emulate as they take on change initiatives (Kotter, 1996). Seven participant interviews were conducted to collect data from industry experts and agile coaches. Participants' research question responses were compared to the various steps of the change model presented by Kotter. Results from the interviews were closely aligned to Kotter and his views, such as having leaders communicate the vision early and often. Creating a sense of urgency to the change process was seen in the work of Kotter and the participant responses. The significant themes reported from the study included culture, coaching, training, and communication. Another aspect of the study focused on transformational leadership being the ideal leadership style during significant change. Burns, a prominent theorist, explained the differences between transactional and transformational leadership in how it helps leaders understand and engage with followers to increase motivation levels (Reid & Dold, 2018). Participants also spoke of the importance of employee motivation and how leaders need to understand what drives employees to be positive stakeholders during change.