In my opinion...

Organisational change is an old but important question in the field of management and organisational thinking. How can management change the organisation? By which processes can management transform a company in order to make it more efficient, more responsive, more flexible, and so on? We have known for some time that in 'real life' it is wrong to equate organisational objectives and individual interests--or to assume that they will spontaneously converge. Ian Wells makes an interesting and original contribution on these questions by looking at the role of leaders. In the literature on change management leaders are often characterised as 'neutral pilots', strongly committed to the change project's objectives, devoting most of their energy to its implementation, and fighting workers' unwillingness and resistance. From a different perspective. Wells usefully highlights the fact that leaders have their own objectives, and …