This report delves into the critical role of leadership in managing and minimizing resistance to change within organizations. It begins by establishing a foundation, defining change, and exploring the natural human tendency to resist it, especially due to the fear of the unknown and the potential impacts on job security and relationships. The report then examines resistance at three levels: organizational, group, and individual, highlighting the unique challenges at each level and the importance of anticipating these reactions. The research objective focuses on the strategies managers can adopt to mitigate the impact of resistance to change. The report then presents a theoretical framework, including Kurt Lewin's Force Field Model, which categorizes forces driving and restraining change, and the Human Change Curve Model, which describes the stages individuals experience during change. Finally, the report explores the theory of leadership, the leadership timeline, and the importance of effective communication and employee involvement in successful change implementation. The study underscores the importance of leadership in guiding organizations through change, fostering understanding, and encouraging acceptance of new policies and procedures.
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