Leadership and Organisational Change Management in Cross River State Government

This study examines the role of leadership in facilitating organisational change management within Cross River State Government ministries, located in Nigeria's South South geopolitical zone. As state governments increasingly attempt structural and administrative reforms, the quality of leadership has emerged as a critical determinant of whether change initiatives are sustained or reversed. A professional survey design is employed, collecting data from 165 senior and middle-level managers across six ministries using structured questionnaires and semi-structured interviews. Data are analysed using descriptive statistics and thematic analysis. Kotter's Eight-Step Change Management Model provides the theoretical framework, offering a sequential analysis of how leadership behaviour shapes change readiness, implementation, and institutionalisation. Findings indicate that change initiatives in Cross River State ministries that benefited from strong executive sponsorship, clear communication of change rationale, and early stakeholder engagement achieved higher implementation rates. Conversely, initiatives imposed without adequate consultation generated significant resistance and were frequently reversed or diluted following leadership transitions. Structural rigidity, poor internal communication, and the absence of change management skills among directors-general are identified as systemic barriers. The study recommends leadership development programmes in change management, institutionalised change communication strategies, and the creation of ministerial change management committees to drive and monitor reform processes. Keywords: leadership, organisational change, change management, Cross River State, public sector reform.