Most respondents communicated disappointment with the level of leadership support and response they got during the change process. This reflects negatively on the leaders of the Department of Public Works. There was also an overall disappointment with the effectiveness and amount of communications during the change, which might be associated with the low approval rate of leadership. There was a clear gap between the responses of executives on the one hand, and non-supervisors on the other when it comes to factors such as perceived personal benefits of the change, and concerns about negative effects on position. This further emphasises the need for leaders to be aware of the fact that their own attitudes and perceptions in regards to organisational matters are not necessarily shared by others in the organisation. This must be accounted for when planning and delegating tasks related to change, as well as during communication to members positioned lower in the hierarchy.
The findings emphasise the need for leaders to consider the intergroup nature of organisations, particularly during organisational change. To this end, it might in some cases be beneficial to tailor communications specifically to members of a hierarchical group. For instance, employees lower in the hierarchy, who are pessimistic about the prospects of the change being beneficial to them, may need another type of communication than executives.