An underlying presupposition that guides the writing for this book is that the conscious leadership skills managers need to be effective change leaders are often underdeveloped. Conscious leadership skills as catalysts and enablers for the establishment of psychological safety in groups are often ignored as critical training requirements before and during change leadership episodes. This skills deficit leads to fault lines that undermine the potential success of change programmes. This chapter will explore these ideas and identify important issues that conscious change leaders should be aware of. This chapter will also consider the dynamic nature of work and the shift in the cultural ...

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