Effective leaders monitor the exposure of their people to the realities that are the impetus for change. Emotional Appeal Vs. Motivating most people to change requires them to see, feel, hear and touch the need for and benefit of the desired change. It must touch their emotions. Along with the emotional appeal, there must be a cognitive appeal that puts forward the facts and rationale for the change.
Leaders tend to appeal to others in the way that they themselves are most motivated.
Sustained change requires that constituents are both emotionally and cognitively convinced of the need. Organizational Impact Vs. An organization's constituents want to know what the impact of change will be upon them personally. The uncertainty of change is easier to accept when it appears that the potential personal benefits will be significant. In order to build collaborative efforts and organizational loyalty, the constituents need to know the impact the change will have on the organization.