To be effective, leaders have to overcome resistance to change in order to achieve organisational
growth and development. Implementing organisational changes successfully at financial
institutions in Saudi Arabia requires certain leadership skills to institutionalise the change efforts
and to reduce resistance. When change initiatives were introduced into the workplace with little
positive impact on work performance and operating efficiencies, it results in wasted time and
money. Organisations are still suffering from resistance to organisational changes, which
demonstrate the need for leaders to continue to develop their skills to deal with resistance in
implementing changes in the workplace (Atkinson, 2005). Changes in large institutions are often
difficult when leaders are not able to manage changes well. However, the need to make changes
will not go away. Organisations need to develop an approach to overcome resistance and drive
changes in an effective way. Generating leadership skills to encounter resistance and implement
change efforts successfully will contribute to a better performance, increasing motivation to its
employees, and satisfaction from their clients (Atkinson, 2005). Research indicates that there is a
major challenge in driving organisational changes, which is dealing with resistance that change
agents encounter. It is extraordinary for any organisational change to not face any resistance.
Recognising and welcoming resistance as a healthy response and an opportunity to listen to
different perspectives is what allows leaders to successfully navigate the change process
(Atkinson, 2005). Leadership skills are very essential to overcome resistance to organisational
changes. Wise leaders can achieve the organisational changes by applying leadership qualities
today in the workplace to decrease resistance to organisational changes.
(Source: UNIVERSITY OF LA VERNE, California, Leadership Skills to Overcoming
Resistance to Organizational Change )
a. State and explain the reasons that lead resisters to resist an organisational change
There are several reasons that lead individuals to resist organizational change:
1. Fear of the unknown: Change introduces uncertainty and unfamiliarity, which can make individuals feel uneasy and anxious. They may resist the change because they are unsure about how it will affect them personally and professionally.
2. Loss of control: People like to have a sense of control over their work and their environment. When changes are implemented, individuals may feel that their autonomy and decision-making power are being taken away. This loss of control can lead to resistance.
3. Comfort with the status quo: Humans are creatures of habit, and we often become comfortable with the way things are. Change disrupts this comfort and forces individuals to adapt to something new. This discomfort with change can lead to resistance.
4. Skepticism about the benefits: If individuals do not see a clear benefit or value in the proposed change, they may resist it. They may question whether the change will actually improve their work or the organization as a whole.
5. Lack of trust in leadership: If there is a history of poor communication, ineffective leadership, or broken promises within the organization, individuals may be skeptical of any proposed changes. They may resist the change because they do not trust the leaders implementing it.
6. Personal or professional interests: Sometimes, individuals have personal or professional interests that are at odds with the proposed change. They may resist the change because they believe it will negatively impact their own goals, interests, or career trajectory.
Overall, resistance to organizational change often stems from a combination of fear, discomfort, skepticism, loss of control, and personal interests. Understanding these reasons can help leaders develop strategies to overcome resistance and successfully implement change.
There are several reasons that can lead individuals to resist organizational change:
1. Fear of the unknown: Change can create uncertainty and individuals may fear the potential negative impact on their job security, roles, or responsibilities. They may resist change because they prefer the familiar and are afraid of the unknown.
2. Loss of control: People often resist change because they feel that it threatens their control over their work environment. They may feel that the change is being imposed upon them without their input or involvement, leading them to resist in order to retain control.
3. Comfort with the current state: Humans are creatures of habit, and people tend to prefer the comfort and familiarity of the status quo. Change disrupts established routines and can be seen as a disruption to the comfort they have become accustomed to.
4. Lack of trust in leadership: If individuals do not trust the leaders responsible for implementing the change, they may resist out of skepticism or distrust. Lack of confidence in the abilities or intentions of leaders can lead to resistance.
5. Perceived negative impact: Individuals may resist change if they believe it will have a negative impact on their personal or professional life. This can be related to concerns about increased workload, decreased job satisfaction, or changes in the work environment that they believe will be detrimental.
6. Lack of communication and involvement: When individuals are not adequately informed about the reasons behind the change or given the opportunity to provide input, they may resist due to a lack of understanding or feeling excluded from the decision-making process.
7. Past negative experiences with change: Individuals who have had negative experiences with previous change efforts may be reluctant to embrace new changes. They may have encountered failed or poorly executed changes in the past, leading to skepticism and resistance.
It is important for leaders to address these reasons for resistance and take steps to communicate and involve employees in the change process, build trust, and provide support to mitigate resistance and increase the likelihood of successful implementation.
The reasons that lead resisters to resist organizational change can vary, but here are some common factors:
1. Fear of the unknown: Change often disrupts established routines and brings uncertainty. Resisters may fear that they won't be able to adapt or that the change will negatively impact their job security or working conditions.
2. Loss of control: Change can be perceived as a loss of control over one's work or environment. Resisters may resist because they feel their expertise or decision-making power is being undermined.
3. Lack of trust: If there is a history of mistrust between employees and leaders, resistance to change can arise. Resisters may doubt the sincerity or competence of the leaders driving the change.
4. Perceived lack of benefits: If the potential benefits of the change are not clearly communicated or if resisters do not see how it will improve their work or the organization, they may resist the change.
5. Cultural or organizational inertia: Some individuals or groups may resist change simply because they have become accustomed to the status quo or have vested interests in maintaining it. They may resist change to protect their power, influence, or current way of working.
6. Past negative experiences with change: If previous change initiatives have failed or caused negative outcomes, resisters may be skeptical or hesitant to embrace new changes.
7. Communication and involvement gaps: If leaders do not effectively communicate the reasons, goals, and expected outcomes of the change, or if employees are not adequately involved or engaged in the change process, resistance can occur.
It's important for leaders to understand these reasons and address them proactively to minimize resistance and increase the chances of successful change implementation. This can be done through clear and transparent communication, involving employees in the change process, addressing fears and concerns, providing support and training, and creating a culture that embraces continuous improvement.