Leadership and governance are essential aspects for any organization, be it corporate or private, in attaining it goals. While governance involves the decisions that assign responsibility, define goals, and analyze performance of the organization with respect to the set goals, leadership trails on the entire social influence over others. Leadership and governance are intertwined and useful in organizational management for the attainment of goals. They play a critical role in the sustainability of humans since the cut across the board in all life spectrums. Currently, organizations tend to be over-reliant on intellectual and human knowledge for purposes of achieving and maintaining their targeted outcomes (Gholipour, 2012). It is becoming necessary that they form human sustainability in every activity they endeavor.

Information technology has completely changed the way in which employee and employers interact within an organizational setting. Unlike before, loyalty and job security is no longer a worry for employees. On the contrary, they are more focused on the job satisfaction. For that matter, organizations have strived to find a tradeoff between its desired outcomes and those of its staff for purposes of ensuring profitability and smooth running of activities. With such an environment, attainment of organization’s desired goals needs good leadership and effective governance (Dordevic, 2008).  The aspect of leadership and governance go hand in hand with the running of an organization. Leaders, being people that understand sustainability, should be governed by ethics, morals and positive virtues, which are bedrocks of any given society. It calls for an individual’s dynamicity and accommodation of other people perspectives regarding the way that the organization should pursue, (De Jong & Den, 2007).

In any given organization, change takes place at different levels, and these levels, according to Smith, are three. Firstly, management is expected to desert their traditional approaches to decision making where their decisions were not based on desired outcomes. Ethics, integrity and global issues should be the platform upon which their decisions are made. They should be reminded that their decision will have a critical impact on the future of humanity. It should be clear that their support staff and those below their level of the hierarchy are incorporated in the process of decision making for the purposes of initiating change. Secondly, it should be noted that the organization is not only in place to mine local resources, but also available in the public through meeting its social responsibility, as well as involving in activities that foster sustainability (Angelidis & Ibrahim, 2004). Finally, the society should appreciate that monopolistic and competitions are favorable factor in any free market. In unison, they should find solutions to their issues using the available resource while respecting the interests of everyone so as to attain effectiveness (Alvesson & Wilmott, 1996)

According to Todnem, one of the attributes of change is in its manner of occurrence. Change can either occur continuously or discontinuously. Continuous change is where organizational change is closely monitored, and it has managed to use strategic measures. This is an ongoing process which targets at ensuring the organization stays on course in meeting its strategic objectives. On the contrary, discontinuous change emanates from large and wide initiatives, which take place at different times without any activity linking the two windows. Discontinuous change has a number of attributes that are beneficial to the organization that enable it stay on course (Eagly & Karau, 2002).

Change can also be categorized as either emergent or planned to depend on the process by which it comes about. In the case of planned change, it results when an organization appreciates that, with it current state, the likelihoods of attaining it strategic objective are extremely reduced. Consequently, it draws a strategy with deliberate actions for shifting it from the undesired situation to a position that it feels attainment of its goals is feasible. On the other hand, emergent change occurs rapidly without effective problem identification and planning (Schwartz, 2011). Emergent change, unlike the latte, does not involve the organization’s management since it is characterized with uncertainty and its effects touch every entity within the organization. These changes come about following uncertainties that are beyond the control of the organization.

According to Todnem, management of change and sustainability need continuous, organizational review, in terms of course, abilities and structures, to meet its many yet dynamic demands of both internal and external environment. It should identify areas where it wants to be in the future and set in place strategic measure that will manage change. Griffiths and Benn illustrate how organizations have significantly changed over a number of years, and such changes are evidenced in the neighboring societies and nature at large. It is the responsibility of leaders to carefully advances that they view as feasible. They should be reminded that, any option that they take will have a significant impact to the society as a whole. On that note, their decision should only be based on the ethics, morals and positive virtues envisaged in the society with success being their principal goals (Adsit et al., 1994).

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