Leader-Vation: The Three Stage Framework for Enhanced Change Management.

Abstract

In this paper, we examine the negative connotations related to the perception of change. We explore the elements involved in creating a knowledge sharing workplace. We state that the relationship between organizational leadership and the employee is of importance and argue that the level of information shared will either hinder or enhance positive perception to change.We focus on culture and examine South Korean higher tertiary institutions. We conduct a meta-analysis of the literature to develop our framework.Our framework contributes to LMX (leader-member exchange) theory and ideas based on change management. Current literature currently separates three concepts in regards to change management: past experience, prosocial motivation, and perception. We attempt to merge them into one framework that is critical to successful implementation and management of change. Thus, we can highlight through our framework, the importance of a positive working environment. A by-product of this process is a workforce that is highly confident which is paramount towards the success and ease of change implementation. In doing so, the process of sharing information and knowledge between workgroups and management are easily dealt with as it helps to nullify the anticipated adverse reaction of employees due to a shift in the status quo.