Project Leadership and Resistance to Change
Lundy, V., & Morin, P. (2013). Project leadership influences resistance to change: The
case of Canadian public service. Project Management Journal, 44(4) , 45-64.
Introduction
This paper is based on a case study qualitative research involving sixteen participants drawn
from employees of Environment Canada’s Information Management/Technology branch,
whose job functions are computer related. This data was used to examine how leadership
affects resistance to change in projects, in the Canadian Public Service. It explores the influence
of the project manager on the change process and the potential resistance resulting from it, and
also investigates what actions, behaviors, and attitudes of the project manager can potentially
reduce resistance and facilitate the change. This article although only representative of one
organization in the Canadian Public Service is an extremely useful reference for project
managers and other stakeholders alike, in helping them understand the role of leadership in
change management. The authors purpose for this research is fulfilled as it comes up with some
useful insights on how concerns regarding uncertainties about the unknown, novelty, routine
distraction, culture change, and loss of status influence resistance to change. Interestingly, their
research found that an engaging leadership style, developed through proper training, effectively
reduce resistance to change. That may explain why some project managers are more successful
than others in managing change.
Analysis
The conclusions reached by the authors of this article seem to corroborate that of previous
studies which acknowledge the importance of leadership in change management (Noer, 1997;
Nadler & Nadler, 1998; Higgs & Rowland, 2005; Michaelis, Stegmaier & Sonntag, 2009).
Noer (1997) argues that leaders are probably the most important tools for change, given that
their spirit, insight, wisdom, compassion, values, and learning skills are all vital ingredients in
ensuring that others embrace change without resistance. There is no doubt that it is the leader’s
behavior that makes the change efforts more effective (Higgs & Rowland, 2005). This is
because people usually resist change because they are comfortable with the status quo, and are
unwilling to welcome any changes that could take them out of their comfort zone (Frost, 2015).
That is why charismatic leadership is needed to guide people from the beginning to the end of
the change implementation process (Michaelis, Stegmaier & Sonntag, 2009).
The limitation of this study lies in the research methodology used. Since this study is a case
study qualitative research involving 16 participants, there is a possibility that it influenced the
outcome of the study. Case study research sometimes lack rigor, reflect the researchers’ bias,
and provide insufficient data for generalization (Yin, 1984; Maoz, 2002; Yin, 2009). It is likely
that if a similar study is carried out elsewhere, the finding would be different, hence the
generalizability of the findings of this study is limited (Tellis, 1997). Furthermore, the study’s
reliance on qualitative methods imposses limitations on the reliability of the findings. Utilizing
qualitative research methods increases the possibility that the data used for a study will be
unreliable, some important issues will be overlooked, and the conclusion reached will reflect
the personal experiences of the researchers (ACAPS, 2012; Choy, 2014). Finally, the fact that
only 16 persons were interviewed for the study makes the findings of the study even less
generalizable. In the field of information systems, qualitative interviews should involve
between 15 and 30 people, and the higher the number of interviews, the higher the reliability
of the outcome (Marshall, Cardon, Poddar, & Fontenot, 2013). The number of participants in
this study (16) falls within the lower band of the required range, thereby casting aspersions on
the reliability of the findings.
Conclusion
In spite of the few limitations identified above, the study is significant in so many ways. The
results of the study provide useful evidence regarding how training impacts on leadership style,
and how the later in-turn influences resistance to change during projects. This paper is a very
useful addition to the growing literature on the factors that affect the change management
process in projects, as it goes beyond identifying leadership to be a factor that affects the change
management process, to specifically determine that effective and competent leadership has the
potential to eliminate or reduce incidents of resistance to change to the barest minimum. This
study could be a basis for further research on the factors that influence the leadership style of
project managers in different cultures.
There are several factors that underpin resistance to change, however effective leadership is
the antidote.
Lessons for the IT Manager
There are important lessons that project managers can learn from this study. Project managers
can deduce from the findings of this paper that they need good training in order to become
engaging and effective leaders. More importantly, they can learn that if they are able to provide
effective leadership during projects, the problem of resistance to change will be eliminated or
reduced to the barest minimum.
In summary, the role of the project manager requires good leadership skills, and good
leadership skills are acquired through proper training.
References
ACAPS. (2012). Qualitative and quantitative research techniques for humanitarian needs
assessment.
Choy, L. T. (2014). The strenghts abd weaknesses of research methodology: Comparison
and complementary between qualitative and quantitative approaches. Journal of
Humanities and Social Sciences, 19(4) , 99-104.
Frost, S. (2015). Barriers & challenges to change implementation. Retrieved April 17,
2015, from Chron: http://smallbusiness.chron.com/barriers-challenges-changeimplementation-30842.html
Hiatt, J. M., & Creasey, T. J. (2003). Change management: The people side of
change. Colorado: Prosci Learning Center Publications.
Higgs, M., & Rowland, D. (2005). All changes Great and small:Exploring Approaches to
change and its Leadership. Journal of Change Management, 5(2) , 121-151.
Lundy, V., & Morin, P. (2013). Project leadership influences resistance to change: The case
of Canadian public service. Project Management Journal, 44(4) , 45-64.
Maoz, Z. (2002). Case study methodology in international studies: From storytelling to
hypothesis testing. In F. P. Harvey, & M. Brecher, Evaluating Methodology in
International Studies. Ann Arbor: University of Michigan Press.
Marshall, B., Cardon, P., Poddar, A., & Fontenot, R. (2013). Does sample size matter in
qualitative research?: A eview of qualitative interviews in research. Journal of
Computer Informartion Systems , 11-22.
Michaelis, B., Stegmaier, R., & Sonntag, R. (2009). Affective commitment to change and
innovation implementation behavior: The role charismatic leadership and employee
trust in top management. Journal of Change Management, 9(4) , 399-417.
Nadler, D., & Nadler, M. B. (1998). Champions of change: How CEOs and their companies
are mastering the skills of radical change. San Francisco: Jossey-Bass Publishers.
Noer, D. M. (1997). Breaking free: A prescription for personal and organizational
change. San Francisco: Jossey-Bass.
Tellis, W. (1997). Introduction to case study. The Qualitative Report, 3(2) ,
http://www.nova.edu/ssss/QR/QR3-2/tellis1.html.
Wernerfelt, B. (1984 ). A resource-based view of the firm, . Strategic Management Journal
5 , 171–180.
Yin, R. K. (2009). Case study research: Design and methods . London: SAGE Publications
Ltd.
Yin, R. K. (1984). Case study research: Design and methods. Beverly Hills, California:
Sage.
Project Leadership Influences resistance to change.pdf
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Re: Project Leadership and Resistance to Change
by Maryam Dehghanian – Friday, 30 October 2015, 2:50 PM
Hi Chuck,
I would like to say, good choice of paper, well review and nice conclusion. It is interesting to
read the article which is combine of a few authors’ research in the same area. I am impressed
the way you obtain different points of views to finalise and support the idea of leadership
style plays significant role in an organisation, according to deal with the difficulty to change.
As you have mentioned, leader must be trained to be able to lead members in a project.
I would like to insistent that culture change can be one of the main keys of success in changes
in any organisation. It would be fantastic to have a study in that area. Perhaps, I will follow
that in near future.
Thank you
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Re: Project Leadership and Resistance to Change
by Mohamed Fayaz Ali Sultan Abdul Kader – Saturday, 31 October 2015, 1:41 PM
Hi Chuck,
Very nice article to read and you have done a very good research. The way you added
some case studies (I can see it in your references) fabricates your research. Well done!
Besides that, as you mentioned some points to have a good leadership is impressive, I
do agree with those points and every project manager needs to be aware of those key
factors which you have mentioned in your research. Good Job
Regards,
Fayaz..