Primary Change Agent Leadership Role
Buono and Subbiah (2014) suggest that primary change agents (PCA) are effective to the extent that they understand the cultural environment, are able to identify influential key players, and possess the ability to provide mentorship, as well as, positive role modeling. Buono and Subbiah (2014) suggest further that PCAS are influencers. They motivate and inspire change in others. Additionally, PCAS have internal systems knowledge and can troubleshoot problems as they arise.
Buono and Subbiah (2014) propose an example of PCA as someone who is able to identify subtle disturbances that could potentially interfere with change processes. A manager who is perceptive, tactful, and diplomatic is considered an effective PCA. Another example is a manager who understands the business and how it acquires revenue from beginning to end. Still another example is a manager who can create partnerships and alliances throughout the organisation (Tan & Kaufman, 2015).
The Communication Team
Lira, Ripoll, Peiró, and Zornoza (2013) suggest that team popularity has increased within the past decade. They assert further that teams are effective only to the extent that they can complete project related tasks on time using various modern day technologies, such as, social networks, and computerised mediums. Teams must become efficient in developing effective interpersonal relationships. Lira et al. (2013) recommend that Human Resources facilitate ongoing leadership development training to increase group efficacy and competency.
The communication team serves to facilitate the interactions between management and the workforce. Their plans will include educatory processes that will help the workforce make sense of the transition process. Bolman and Deal (2008) advise on the complexity of organisation change and the ambiguities that are ever present in the communicative process. They recommend that the managers reflect upon their images to become aware of potential erroneous perspectives. They encourage managers to be intuitive and consider that failure is one component of success.
Context Assumptions
Presented here are the assumptions made concerning the PCA. The PCA is experienced in matters of effective organisational change. The PCA understands the communication process. The PCA is competent in leadership roles. Finally, the PCA is very well versed in team dynamics and organisation political processes.
The following assumptions are made within the context of the subject matter contained herein: the Organisation Change Team (OCT; twenty managers) assigned to this project is positive and enthusiastic about this change initiative. They exude a spirit of participation with proactive attitudes. They view this project from a servant leadership perspective. They expect challenges and understand that every project has unforeseen circumstances that must be addressed ad-hoc (Kotter & Cohen, 2002).
Transitioning To A Team-Based Environment
Transitioning the cultural environment from that of a working group to a team-based one requires the acknowledgement and acceptance that the external environment has forever changed the way organisations learn new skills (Katzenbach & Smith, 2003). Empirical research on team transition from traditional work groups to teams is lacking. The general consensus is that change is necessary, but implementing a change initiative is challenging. Gardner (2009) suggests that employee resistance and lack of management support top the list of reasons for project failures.
Bolman and Deal (2008) discuss the importance of providing opportunities to learn about emotional intelligence. Emotional intelligence as it has been presented by Goleman (1995) indicates the importance of empathy and acknowledging the emotions of others. Goleman posits that emotional intelligence has greater significance than does intellectual
