Summary: The Change Competence Model

In the Change Competence Model view, Connection is about combining the change vision and the change capacity in order to make them productive (Ten Have et al., 2015). To make a change successful, leaders should realize the importance of discussion and action, to direct the change process using their influence and power (Ten Have et al., 2015). During an episodic change, change agents have the role to give motivation and ensure psychological safety, considering active emotions of fear and anxiety (Weick & Quinn, 1999; Schein 1996). Trust and emotional involvement increases the chance of successful change processes (Ten Have et al., 2015).

Strategic change benefits from systematic and methodic work which is guided by coordinator who has an

Thereby, individuals become more aware and open to change. This makes managing a change process easier, especially in an environment of transparency and high quality communication An important concept of change is the legitimacy of change, whereby the change is seen as tenable, acceptable and appealing in order to maintain cognitive and emotional involvement (Ten Have et al., 2015; Huy et al., 2014). Communication is an important part of change. The message should be explained differently (Rorty, 1989), have a clear and persistent scheme (Bartunek, 1993) and use positive and appealing language (Gill, 2002)

There are five interconnected functions: trust, conflict, involvement, responsibility and result orientation which enables productive cooperation or connection within teams (Lencioni, 2002).

The lack of one of these can undermine the final outcome. The leader’s ability to motivate and inspire people during the process of change has been considered crucial to align organizational goals and people’s needs. Motivation can be both internal and external (Frey, 1997). Especially internal motivation is important. The real individual driving force is the intrinsic motivation and is brought at the highest level when the individual reach a “work morale” condition so, when he/she is driven only by internal forces (Frey,

New leadership is a dynamic process (Ten Have et al., 2017). New leaders come along with new ambitions and new interventions. New leadership can be divided in three periods. The first hundred days, which focuses on directing and strategic leadership. The following 265 days, the second period, there is a focus on changing the business. The third period, which is the second leader as leader, has a focus on running the business and implementing the new behavior (Ten Have et al., 2017). Leadership focus changes through the three periods. The first period there is a strategic style of leadership. The second period is still strategic, but makes more space for a facilitating role as leader. The third period, is dominated by facilitating and operationalizing elements (Ten Have et al.,