The development and validation of a change agent identification framework

Abstract

The main aim of the research project was to develop a change agent identification framework, to be used by organisational change management specialists to identify change agents more effectively in large organisations moving forward. To date, little research has been conducted regarding the role and identification of change agents in large organisations. In the context of the research project, the sample of change agents used, referred to employees affected by the change, spread across the organisation, assisting in communicating key messages and ensuring that their peers become change ready. A thorough 12-step empirical research process was followed, which included both a qualitative and quantitative approach. The qualitative process consisted of the development of a change agent identification framework, comprising of four dimensions, each with supportive information and/or items. The aim of the quantitative process was to empirically test the personality trait dimension of the framework with a sample group of 27 change agents and 135 employees influenced by a transformation process. This was to determine which change agent personality traits has a positive impact/effect on employee change readiness levels during transformation. Through a rigorous analysis process, only the phlegmatic, persuasive and optimistic personality traits resulted in having some positive effect on employees during a transformation process. In support of these findings, the literature study findings as well as the qualitative empirical research findings indicated that the persuasive and optimistic personality traits need to form part of a change agents’ personality profile. The phlegmatic personality trait was not evident throughout all literature findings. The literature and empirical results contributed towards a comprehensive understanding of the way in which individuals should be identified as change agents in large organisations. The developed framework should assist industrial and organisational psychologists in the future to identify individuals as change agents, more efficiently. Recommendations were made on the future expansion of a knowledge base for organisational change agents.