Zink et al. (2008) found that failures result from the lack of planning for change management. Better results could be achieved from planning for comprehensive change management. The use of comprehensive change management allows overcome “lack of integration.” In order to achieve this, the relationship between policy and strategy has to be achieved, followed by logical fit between individual concepts. The participative approach allows planning for comprehensive change management. A comparison of participatory and autocratic leadership styles has been illustrated in table below.
The comparison of advantages and disadvantages of both leadership styles indicate that participatory leadership could produce better results in the management of organizational change. Organizational change is a complex process, and the participatory style can enhance the change management process. Uhl-Bien (2006) argues that participation allows a relational leadership. This style of leadership allows focus on identification of individual attributes of individuals for engaging in relationships. The process views leadership as a process of social construction.
According to Cummings and Worley (2008), a thorough diagnosis is required to reveal the causes of problems, or identify opportunities for development. There is complexity in change that could range from relatively simple processes to small workgroup for transformation of strategies and features of design for the whole organization. An overview of change management activities has been illustrated in the figure above. A critical issue is that people and organizations seek to preserve the status quo, and are willing to change only when there are compelling reasons for doing so. Creating a vision for change is aligned with leadership. The vision provides a purpose and reason for change,