ABSTRACT
This chapter uses the Change Competence Model to show the main tensions that a leader needs to take into account when dealing with change. The different leadership styles reflect specific leadership roles that are crucial for successful change. These roles can be visualized in the Change Competence Model. Good leadership requires, among other things, the ability to perceive and take advantage of the tensions associated with the variable and often contradictory requirements and needs inherent to changing and organizing. Dysfunctional leadership indicates that something is lacking within the individual roles, role combinations or their connection to situational requirements and needs. Many definitions of organizations and organizing focus on cooperation and mutuality as the basis for the realization of collective goals and common goals. At the same time, see notions of diverging interests and rationalities, scarce resources and competing demands in organizing, such as efficiency and creativity.
