Chapter 9. You as a Tool: Leader as a Change Agent

Every concept, guideline, suggestion, and tool in this book is designed to help managers, heads of human resources, executives in charge of strategic planning, and facilitators of change move the organization toward successful management of its global efforts. Although change is inevitable, it is not always easy for people and organizations to engage in or accept. In this chapter we look at attitudes toward change in a global context, with a particular focus on national orientations to change as they may coincide or conflict with those of organizational headquarters located in a different part of the world.

Beyond reconciling national and organizational attitudes toward change, the other important objective of this chapter is to focus on the skills required to be an effective change agent. Whether one is a manager of a virtual multinational team or an executive in charge of human resources, getting employees to be truly supportive of both planned and unanticipated change is challenging. This chapter identifies the skills and competencies required to lead people successfully through changes that move the organization toward global effectiveness.