Leadership and change managementIntroductionThe gap between designing a new organization on paper and implementing it in reality is the scope of organizational change and development. Kurt Lewin, a famous social psychologist, once wrote that a social organism becomes understandable only after an attempt to change it. It often happens that management's awareness of a new organizational design emerges only after the start of an intense change process. And even if it were possible for an omniscient manager to develop a master plan before introducing an organizational change, it is doubtful whether other employees would readily accept the new plan or have the necessary skills to make the plan work. For these reasons, managers must be as adept at managing the question of how to introduce change as they are at diagnosing what needs to be changed (Adams and Spencer, 1986). This essay focuses on large-scale organizational change, not individual changes. or small groups. The latter are obviously essential elements for organizational change, but they do not guarantee that a larger organizational unit will itself be transformed. In any organizational change, attention is required to additional variables beyond individual and group ones, including dimensions such as multiple levels of authority, relationships between departments, environmental forces affecting the organization, the climate of the organization, and the nature of the work flow that moves across departmental boundaries. In this article I will discuss the concept of leadership as I understand it from my experience of what I saw in a professional services firm. I will also discuss the change management process and my role in it. Objectives of Organizational Change If one were to "step back" after observing a series of organizational changes, a variety of objectives would appear to be present. These objectives may be explicit and written, or they may be implicit in management actions. At first glance, the most common goals can be classified under labels such as higher performance, acceptance of new techniques, increased motivation, increased innovation, increased cooperation, reduced turnover, and so on. Organizational changes are often directed at one or more of these overarching goals. Underlying these more obvious goals are usually two overarching goals: changes in the level of adaptation of an organization to its environment and changes in employees' internal behavioral patterns. Organizations continually struggle to better adapt to the external environment. Because management