Study of leader member relationship and emotional intelligence in relation to change in preparedness among middle management personnel in the automobile sector (ePub)

It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things¿ (Kotter and Schlesinger, 2008). Currently business is confronting continuous and unparalleled technological change. Change has been vital for rapid progression, professional endeavours, enthusing openings, innovations, and unique governance and administration approaches. However, to achieve this organization should be in a constant state of change readiness (Rowden, 2001). Change readiness can be defined as pool of opinions and plans towards a specific change effort (Bernerth, 2004). Numerous change initiatives start out well, but are not able succeed since majority of the time leaders fail to gauge internal resistance (Beaudan, 2006). Additionally, accumulated unsuccessful changes many a times produce hopelessness amid associates, generating a cycle where in successive change efforts become all the more difficult to execute (Stanley et al., 2005). Likewise, Beaudan (2006) and MacIntosh et al., (2007) observed that in case of successful change implementation, employees experienced change fatigue i.e. the employees were overwhelmed by the idea of as to how many planned change programs they were required to implement. However, it is an individual who is the real cause of, and the instrument for, change. It is them who would accept or resist change (Smith, 2005). Employees resist change in organization since they strongly believe that they might lose something valuable as a consequence of change program. Thus, in such circumstances, employees' concentrate on their own welfares rather on those of the organization, resistance thus ends up into political behaviour. Employees tend to oppose change when they aren't clear as what would be its effect and perceive change as a menace.