Change is a fact of organizational life that develops in response to interpersonal, cultural, environmental, and other external factors that fluctuate and change for a variety of reasons. Employees may display varying levels of resistance ranging from aggressive resistance to apathy (Spector, 2012). Resistance is concerning because it undermines the effectiveness of the change implementation process, but there are tools available that leaders can use to reduce this possibility. The essential tools will be discussed in this article as well as the reasons for their use in a change implementation process. Adaptive Leadership Overcoming resistance is not just about changing the employee's perception or behavior regarding change. It is also about leader behavior and challenge as a change leader or change agent. An essential tool that leaders should use is understanding the objective of the proposed change, the process that will be used to implement the change, and the expected outcomes of the change (Stanleigh, 2013). Leaders must be fully involved in the process and determine the real reasons for the resistance. In doing so, they can change their own behaviors to support others and help them cope as well. New managers often fall victim to the idea that they are not agents of change. They care about hierarchy and their authority as a boss, which they use to ensure change happens. This can undermine employee engagement in the process. Effective managers ensure the success of their teams. They understand the status quo and what it takes to affect change, and they adapt accordingly (Hall, 2007). Leadership style can play an important role in the process of implementing change...... middle of paper ...... 011). Possibility of reducing resistance to change in an organizational change process. Annals of the University of Oradea, Economics Series, 20(2), 698-702. Retrieved from http://stnomice.uoradea.ro/anale/en_index.htmlPihlak, U. and Alas, R. (2012). Leadership style and employee involvement during organizational change. Journal of Management and Change, 29(1), 46-66. Retrieved from http://ebs.ee/Scott, C., Allen, J., Bonilla, D., Baran, B., & Murphy, D. (October 2013). Ambiguity and freedom of dissent in post-incident discussions. Journal of Business Communication, 50(4), 383-402. http://dx.doi.org/10.1177/0021943613497054Spector, B. (2012). Implementing organizational change: Theory and practice (3rd ed.). Boston, MA: Pearson. Stanleigh, M. (July 2013). Lead change. Journal for Quality and Participation, 36(2), 39-40. Retrieved from http://www.asq.org/