Abstract
When spe?king of org?niz?tion?l ch?nge, ?n import?nt tool in m?n?gement th?t ?ims at providing sust?in?ble development ?nd const?nt growth, it is worth mentioning about le?dership which is ? vit?l qu?lity for ? m?n?ger who is e?ger to come out with the best solution ?nd outcome for the pl?nned ch?nge or innov?tion. Not all m?n?gements imply the le?dership quality, however, ?s the first term rel?tes to getting into det?ils of p?rticul?r projects efficiently, the second is oriented to the bro?der issues ?nd future developments. ? service director, ? te?m le?der, or ? bure?ucr?t in children's services will find th?t le?dership is ? role of m?ny f?cets. ? wide r?nge of skills ?nd ? cert?in ?mount of subtlety ?nd sensitivity ?re required to ?pply to policy issues, profession?l development, ?nd the ?ctive promotion of children's services in the community. ? le?der promotes ? vision of the service ?nd communic?tes it to the st?ff in order to cre?te corpor?te thinking ?nd ?d?pt?tion to org?niz?tion?l culture. In view of ?bove, I would like to rese?rch the issue of org?niz?tion?l ch?nge ?nd its connection with le?dership ?s ?n import?nt tool of m?n?gement ?nd the vit?l element of a successful outcome in decision m?king.
