Change management entails a systematic approach to managing change that deals with people and resources taking into consideration certain factors. Carter (2008) believes that effecting change involves controlling or coordinating the change process in a way that enables people to adapt to change in a positive way. The use of words such as coordinating, controlling, and adapting all signify the importance of the role of a leader and the organizational culture in change management. However, to achieve desirable and intended outcomes, change must be effective and sustainable (Lanning, 2001). Change is inevitable, but the rate of change in modern times is greater than ever. As the world progresses, change management is seen as a permanent aspect of any organization and an opportunity for organizations to improve their productivity, profits, and competitive edge (Lucey, 2008). This means that organizations are either instigating changes or changes are forced upon them (Kilpimaa, 2006). For example, to minimize waste and increase efficiency at British Airways, the entire organization was restructured, which involved reducing its workforce, explaining the reasons for the layoffs, and communicating honestly and frequently with employees to manage the change process as smoothly as possible under the leadership of a new chairperson (Troyani, 2016). Managing organizational change is often not possible without a change leader or agent, organizational culture and the commitment of those involved in the change process, regardless of the nature of actions required (Metre, 2009). Beaman and Guy (2005) explain that bad leadership may cause the change process to go sour, while Beer and Nohria (2000) argue that lack of acceptance and unwillingness to embrace the urgency of change often hinder the change management process. Furthermore, commitment to change on the part of organizational members depends on their emotional responses to the change initiatives (Helpap and BekmeierFeuerhahn, 2016).