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1.1 Critically analyse the relationship between leadership and change agents.

Strategic Change Management

Unit Reference Number


Unit Title

Strategic Change Management

Unit Level


Number of Credits


Total Qualification Time (TQT)

200 Hours

Guided Learning Hours (GLH)

100 Hours

Mandatory / Optional


Unit Grading Structure

Pass / Fail

Unit Aims

The aim of this unit is to develop learners’ understanding of classic and contemporary theories of change management and how they apply to contemporary organisations in the globalised world, with the identification and use of change models. Learners will understand the personal characteristics of change agents as well as the evaluation and development of leadership skills to meet current and future change management roles.

Learning Outcomes and Assessment Criteria

Learning Outcome – The learner will:

Assessment Criterion – The learner can:

1. Be able to evaluate change agents’ knowledge, attributes skills and development.


Critically analyse the relationship between leadership and change agents.



Critically analyse the characteristics and attributes of change agents.



Critically evaluate the effectiveness of change agents.

2. Be able to critically analyse approaches to organisational change and their processes.


Critically evaluate change theories, tools and techniques.



Evaluate the internal and external triggers of change that may impact on an organisation.





Develop a change management strategy for an organisation taking stakeholders into account.




3. Be able to create a plan and implement effective change within an organisation.


Assess and select relevant tools and techniques to implement and manage change.



Develop a plan to implement a change in an organisation.




Develop measures to monitor and evaluate progress of the change plan.



4. Be able to analyse stakeholder responses to organisational change.


Assess possible risks associated with an organisation’s change process.



Apply a stakeholder analysis to understand possible resistance to change.





Critically appraise relevant strategies to manage resistance to change in organisations.




5. Be able to involve functional areas in an organisation’s change management.


Explain the relationship between management disciplines and effective organisational change.



Critically analyse the role of various business functions/departments within change management.





Evaluate an integrated change management plan for an organisation.





To achieve a pass for this unit, learners must provide evidence to demonstrate that they have fulfilled all the learning outcomes and meet the standards specified by all assessment criteria.

Learning Outcomes to be met

Assessment Criteria to be covered

Assessment type

Word count

(approx. length)

All 1 to 5

All ACs under LO 1 to 5


4500 words

Indicative contents

Be able to evaluate change agent’s knowledge, attributes skills and development

  • Characteristics of effective change agents: attitudes, values and behaviour of change agents’ e.g. courageous leadership, recognise growth opportunities; demonstrates flexibility and resilience; explores alternative perspectives
  • Self-reflection: This includes reflecting on your own attitudes, values and behaviour and identifying areas of change required to be an effective change agent
  • Practical application: evaluate the effectiveness of a change agent’s knowledge skills and competencies and action plan and developing relevant skills and competencies.

Be able to apply approaches to organisational change and relevant processes

  • Principles of change: Understand the basic principles of organisational change such as systematic change for the humans, start at the top, involve  all  the  levels,  effective communication, create clear responsibilities, consider cultural aspects, prepare for the contingencies, individual focus, etc. 1.1 Critically analyse the relationship between leadership and change agents.
  • Different approaches to organisational change: This include in depth understanding of principles of change, organisational change processes and the different approaches possible
  • Causes of change: Explain external and internal triggers of change and innovation: changes in markets, economic downturns, legislation, demographics, mergers and acquisitions, re-engineering, TQM, organisational constraints e.g. human and financial resources etc. Appraise these triggers of change and innovation
  • Practical application: Identify and appraise real life examples of the organisational change process

Be able to independently create a plan to implement effective change within an organisation

  • Change models: 7-S seven step model, Lewin’s three step change models, Kotter, Kuber-Ross, ADKAR etc.
  • Tools and techniques for organisational change management: pay off matrix, threat/ opportunity matrix, stakeholder analysis/ influence, backwards imaging, attitude charting, risk management, teambuilding etc.
  • Influences on change: impact of external factors such as globalisation, mergers and acquisitions, exchange rate changes etc. on organisations. Internal factors such as culture, attitude, resources, etc. also should be considered
  • Measuring progress: goal and process-based evaluation, outcome-based evaluation, quality circles, milestones, benchmarks etc.

Be able to identify stakeholders affected by organisational change

  • Potential resistance to change: organisational culture and behaviour, organisational policies, power and the influence of individuals and groups
  • Types of conflicts: inter-personal, intra personal, inter group
  • Sources of conflicts: poor communication, poor leadership, different styles, conflicting personalities, different perceptions, conflicting goals, limited resources capabilities
  • Managing conflicts: Integrating; obliging; avoiding; compromising
  • Practical application: Appraise real life examples of the change process and its implementation

Be able to involve functional areas in an organisation’s change management

  • Integration of all disciplines: finance, HRM, marketing, IT, operations, quality and business strategy and impact analysis
  • Communication with all internal stakeholders
  • Appraise methods by which this integration could be achieved, using real life examples

Indicative Reading list

Key Reading:

There are no essential resources required for this unit. A set of resources is needed to cover all LOs.

  • Carnall C. (2007). Managing Change  in  Organisations,  5th  Edition  (Financial Times/ Prentice Hall, ISBN 0273704141

Other indicative reading:

  • Mullins, L. J. (2013) Management and Organisational Behaviour, (latest edition) FT Prentice Hall
  • Cottrell, S. (2010) Skills for Success: Personal Development and Employability. 2nd Edition. Palgrave Macmillan
  • Gold, J., Thorpe, R., and Mumford, A. (2010) Leadership and Management Development. CIPD 1.1 Critically analyse the relationship between leadership and change agents.
  • Burnes, B. (2004) Managing Change: A Strategic Approach to Organisational Dynamics. ISBN-13: 978-0273683360


  • Journal of Organisational Change Management
  • International Journal of Strategic Change Management
  • Journal of Leadership Studies
  • International Journal of Corporate Strategy and Social Responsibility;


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