The result of this increase in complexity should be expressed in the attainment of radical improvements or in the realization of new inventions. No matter what work role or position the Transformation Manager assumes, he or she functions from sapient authority in performance of the duties. Transition managers can be anyone. The CEO, a manager, a secretary, a project leader, a customer or stockholder. Their authority comes from the clarity of their vision and understanding.
People ought to follow the one who can see the way.
But because of this sapient nature of leadership in times of transition, the strategies of the transition leader or transition manager must of necessity differ from those of the traditional leader or manager. Organizations in transformation are in the mature phase or exist in an environment that is in a mature phase of its life cycle. In those circumstances, human credibility, certification and authority are based on the assumptions of the old paradigm that is undergoing severe stresses. During periods of transformation, new games are being created and the old rules don't apply to the new game. This can lead to conflicts and there is danger in getting trapped in the conflict.