Managerial Leadership Change

VNI acknowledges that senior managerial leaders in organisations are acutely aware of the fierce tempo of innovation and technological advancement, which has an impact on both organisational and societal behaviour. While change has become the norm rather than the exception a significant proportion of change initiatives still pose a major challenge to managerial leaders. Managerial leaders, like their followers, are in the service of the organisation and need to overcome the same causes, other than leading, that may proceed to the failure of change initiatives.

VNI uses the term managerial leader to describe the two roles, manager and leader, in conjunction with each other, which has become a popular term in more recent years. The term manager accentuates the hard skills being tangible and physical, whereas the term leader accentuates the softer skills such as intellectual and mental. The combination of the two, i.e. managerial leadership gives emphasis to conceptual skills or some kind of integrated leadership. Managerial leadership describes managers as leaders and leaders as managers.

VNI recognises that the leaders’ role as custodian of the organisation and the change process, may be problematic as leaders may have to occupy the dual role of leading and managing the change process and leaders have a choice to separate leadership responsibilities from managerial responsibilities, a decision which has a direct bearing on how they think and how they guide and influence their employees.

Acknowledging the need for change, and leading organisations through that change, are widely accepted as two of the most critical and challenging duties of organisational leadership. VNI views the understanding of people’s commitment levels towards change as a deciding factor for the intensity of the resistance people exert during change initiatives. VNI uses BluAgile methodology for the timeous facilitation of the intended levels of commitment required from people during change initiatives by managerial leaders’ that results in experiencing the change as less traumatic or even necessary and experiencing change as necessary has a longer lasting effect.