Change Management During Leadership Transition in the Public Sector in Sierra Leone: Problems and Resistance Factors

Leadership transitions in public institutions are periods of organizational uncertainty that often trigger major structural and cultural changes. This paper draws on the first two objectives of Kanu’s (2023) MPhil thesis to examine (a) the problems associated with introducing change during leadership transition, and (b) the factors responsible for resistance to change in public institutions in Sierra Leone. Anchored in Lewin’s (1951) force-field analysis model and supported by insights from organizational change literature, the paper synthesizes empirical evidence from Statistics Sierra Leone to show how employee behavior, organizational culture, and leadership styles interact to shape change outcomes. The findings reveal that lack of consultation, inadequate communication, threats to existing power structures, and fears of the unknown are the most pervasive challenges during transition. The study concludes with recommendations for participatory, transparent, and context-specific change management strategies in Sierra Leone’s public sector.