anchors new ways and behaviours into the daily routine and culture of the organisation (ibid).

Lack of understanding of change implementation techniques and the inability to modify one’s management style or organisational functions are cited as barriers of success (Bossidy and Charan, 2002; Gilley, 2005). Gilley and Boughton (1996) states that coaching has been defined as the process of improving performance by developing a synergistic relationship with employees through training, confronting and mentoring.

Leaders responsible for communicating to the organisation, the risks in clinging to the current situation and the potential rewards of embracing a radically different future (Denning, 2005). In addition, leaders as change agents must provide employees with abundant, relevant information with regard to impending changes, justify the appropriateness and rationale for change, address employees’ questions and concerns, and explore ways in which change might affect them in order to increase acceptance and participation (Green, 2004; Rousseau and Tijoriwala, 1999). Employees question, evaluate and weigh arguments for and against change to determine its strengths and weaknesses; thus, well developed rationalisation are more likely to be accepted, while weaker arguments are rejected (Knowles and Linn, 2004). Peterson and Hicks (1996) suggest that appropriate communications provide employees with feedback and reinforcements during change.

Another change management strategy that is important for determining employee adjustment during times of organisational change is employee participation (Cooper et. al, 2005). Employee participation helps to create a sense of personal control among employees, giving them the opportunity to adopt direct behavioural efforts to control significant work related events, thereby achieving desired goals (ibid). A growing body of research suggest that