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Change leadership is often very difficult for line leaders. Senior executives who are supposed to support change are frequently unprepared for this position. Change managers who have received the proper training are aware of the most beneficial roles that sponsors, line leaders, change teams, networks of change agents, and "recipients" of change can play, as well as how these positions interact. They are prepared and qualified to assist everyone engaged in a change endeavour, maintaining psychological safety, wellbeing, and organisational effectiveness as the process moves forward.
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