"Without Leadership there is no change" is a phrase that captures the very essence of organisational change. Vision provides the direction for change; corporate Values determine how it should be driven. Central to driving change is the importance of Leadership as a concept and a tool for influencing behaviour.

Who is a Leader?

The top team has the strategic responsibility for ensuring that change happens, but Leadership as a concept cannot just reside with the senior players. As we move through the organisation, we witness those who display strong leadership behaviour at every level. Anyone who manages others is a Leader, and, therefore, has a responsibility to provide direction, energy and flow to the teams in which she or he plays a strong role.

Leadership drives Corporate Change

An organisation that really does promote Leadership as the core driver of change is General Electric (USA). Through the Leadership of Jack Welch, the retiring CEO, the growth of GE has topped most industry sectors. With GE's vision of being No. 1 or 2 in any industrial sector in which they compete - the GE approach to Leadership has been central in helping achieve superlative business performance. Their unrivalled double - digit growth in profits over the last fifteen years lays testament to the importance GE places on refining and reshaping the culture through Leadership performance. Having worked with several GE businesses (GE Capital, GE Global Finance, GE Motor Finance, GE Plastics and Crotonville) we can testify to the accuracy of the above statement

Shaping the Culture

Warren Bennis (and many other commentators on change management) draw a distinction between Transactional and Transformational Leadership. Transactional Leadership is focused more on 'ends than means': the technical issues, the short term and coming up with specific solutions. Transactors tend to be more passive than active and focused upon detail rather than the bigger picture. Transformers tend to be more creative and intuitive, adopting a global view, are more driving, less patient and believe in achievement through others. The common view is the average organisation is peopled more by Transactors than Transformers and an excellent change strategy is to equip the Leaders of the business with Transformational mindset and the competencies that illustrate it.

The Drive for Change

Understanding that Leadership behaviour is central to driving and implementing change has led many organisations to commit to a Leadership Development Process. Philip Atkinson who leads this process has worked with many organisations, shaping the strategy specifically for client companies including GE Capital, Mortgage Express, United Distillers, Case Corporation, Volkswagen Financial Services etc.

How am I doing?

The Leadership Development Process (LDP) really starts when top team members display a keenness to improve, and ask "how am I doing? Taking a good look in the mirror is the starting point. We aid and support the process:

• Examining the core Values that drive the business
• Assess the changes to be made by the business and the people
• Ensure that an alignment exists between Values and Leadership behaviour - and take corrective or preventative action
• Design a role model for Leadership
• Develop specific tailored instruments and business simulations to test for the presence or absence of Leadership behaviour
• Create 360 assessment tools specifically for the business context
• Analyse and provide feedback to people in Leadership positions
• Support and Coach Leadership behaviour
• Provide Leadership events - for 10 -200 people