19c96fd51791d8d23b95d7a 20211106142623586 ijaas:ijaas ch.ta.yeh@gmail.com WEB-FORM International Journal of ADVANCED AND APPLIED SCIENCES Int. j. adv. appl. sci. 2313626X 23133724 12 2021 12 2021 8 12 Department of Business Administration, Northern Border University, Ar’ar, Saudi Arabia Alenezi et al. Organization change management has a poor success record and confronts leaders with many challenges, including employee resistance. The Saudi public sector is undergoing widespread changes under the government’s reform agenda, Vision 2030. However, there is little research on organizational change in the Arab world; what exists locks depth and pays little attention to leaders’ roles. This paper explores the challenges facing Saudi public sector leaders and the response strategies adopted in two public sector organizations undergoing a recent change. Qualitative data were collected by unstructured interviews with six department leaders and 21 subordinates involved in change implementation. Challenges faced included the hierarchical organizational and sectoral structure, bureaucracy, high power distance, constraints on leaders’ autonomy, the gender-sensitive national culture, and employee resistance. Leaders employed a variety of strategies to cope with and mitigate these challenges, to achieve change success, notably, improving communication to explain the change, provide clarity and alleviate concerns. Leaders also become less authoritarian and more employee-focused, applying flexibility, providing opportunities for employee participation, and using various motivational strategies to gain employee commitment and improve productivity limitations of the study are the small convergence sample reflecting one project in one sector and the inability to follow change progress over time. The insight afforded by rich qualitative data on experienced challenges and leader behavior enables implications to be drawn for motivational strategies and communication with other public sector organizations involved in change projects. 12 2021 12 2021 14 24 10.21833/ijaas-crossmark www.science-gate.com true IASE www.science-gate.com 10.21833/ijaas.2021.12.003 http://www.science-gate.com/IJAAS/2021/V8I12/1021833ijaas202112003.html http://science-gate.com/IJAAS/Articles/2021/2021-8-12/1021833ijaas202112003.pdf