I.                    Breadth Title:

Change and follower-ship is the result of leadership, collaboration, and relationships

 II.                 Breadth Abstract

Leadership affects the communication clarity between people, their communication abilities affect relationship building, and relationships affect willingness to follow a process change initiative.

The first chapter of this paper is about the theory that the outcome of a change initiative is a combination of results of the leadership method or ability applied based on the environment or the situation, and technology. Leadership, as will be explained, is applied as the method to build relationships and then raise the level of communication clarity between stakeholders and participants. The process of organizational change, as it is often misunderstood, does not arise from information technology (IT) alone, but from a combination of both, the human factors addressed (leadership engagement with subordinates), and the use of IT as an enhancer of the inter-personal relationship process.

Section 1 demonstrates and discusses that effective process reengineering and bringing about positive change is the result of effective leadership. It is based on relationship levels and it is the result of communication clarity. Section 2 will introduce process change as being leadership, with an explanation of situational leadership styles, both, resonant, and dissonant. And in section 3, the reader is provided with the definitions by various authors referenced herein, such as Davenport, Hammer and Champy, and Kotter. It will be discussed of what each of them understands what process reengineering in their point of view represents.

The bottom line of process change effectiveness and positive transformation of change is relationship building, as is discussed in section 4, followed by the discussion of the complexities of change in section 5 that can affect change (however not limited to those that are mentioned). The proposition to apply a combination of leadership styles subject to a situation and long-term versus short-term needs will conclude this chapter in section 6, followed by the references.