| Summary: | Our surrounding world is constantly changing and to be able to keep up with the fast pace of change organizations need to be prepared to transform as well. If there is a need for an organization to undergo a change process, the people constituting the organization also need to be prepared to change their behavior. In order for the change process to turn out successful, it is of the utmost importance that all employees are given the chance to take part in the process. The challenge for leaders during a change process is, therefore, to ensure that their employees actively get involved. The purpose of this study is to apply Human Resource (HR) theories on to an organization in order to critically review how leaders in practice, can involve their employees, on the basis of a change process. The study is a qualitative case study, the empirical material has been collected at Falkenbergs Sparbank with the help of one unstructured interview with an employee at the marketing department and four semi structured interviews with the office managers. Relationship oriented leadership is beneficial to use during change since it advocates an open relationship between co-workers and exchange of information and knowledge. Relationship oriented leadership is considered to be a good leadership style if organizations wants to turn Human Resource theories in to practice. Sharing information with employees is considered to be operable in practice thanks to technology. There are however some problems regarding information sharing since it is difficult to ensure that employees do take part of the information that are given, further, it is difficult to assure that employees who do read the information take it to heart. According to Human Resource it is desirable that all employees are involved in the decision making in an organization, although this ambition seems to be complicated to execute in real life. To involve employees through "consultative participation" is, according to the empirical case, a useful method to get around the problem regarding involving employees in the direct decision making.
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