Based on the assigned readings (ORG515 Module 2), this journal entry reflects on the rationale of the author's strategies as a change management consultant in motivating and influencing change behavioral, both as a leader and as a follower. To gain additional perspective, the discussion then considers the relative effectiveness of a study partner's strategies to evaluate their potential to motivate and influence behavioral change in the author's organization. Organizational Roles and Responsibilities As an external change management consultant, the author acts as both a leader and a leader. as followers (Vecchio, 2007) in motivating and changing the behavior of others within the client organization. The follower role develops from the “subordinate” responsibilities of leading the leadership team in the processes of diagnosing, designing, and implementing strategies for organizational change (Cummings & Worley, 2009), which includes influencing change in mindset and leaders' behaviors (Schein, 2004 ). The leadership role comes from the resulting responsibilities as a change agent to guide the organization's workforce in implementing strategic change initiatives (Spector, 2010), which involves motivating and influencing change in employee performance behaviors (Schein, 2004 ). Determining Strategies for Behavior Change Accordingly, the author's strategies for influencing behavioral change in leaders differ from those used for followers. This difference in approaches arises from the relative directional effectiveness – upward or downward – of various influence tactics (Falbe & Yukl, 1992; Yukl & Tracey, 1992), and the degree to which motivational techniques (Vecchio, 2007 ) align with individual needs, abilities, and motivational attitudes…… half of article……er, T., & Vandenberghe, C. (2004). Employee commitment and motivation: A conceptual analysis and integrative model. Journal of Applied Psychology, 89(6), 991-1007. doi:10.1037/0021-9010.89.6.991Pierce, J., & Newstrom, J. (2008). Leaders and the leadership process: Readings, self-assessments, and applications (5th ed.). New York: McGraw-Hill Irwin. Schein, E. (2004). Organizational culture and leadership (3rd ed.). San Francisco: Jossey-Bass.Spector, B. (2010). Implementing organizational change: Theory and practice (2nd ed.). Boston: Prentiss Hall.Vecchio, R. (ed.). (2007). Leadership: Understanding the dynamics of power and influence in organizations (2nd ed.). Notre Dame, IN: University of Notre Dame Press.Yukl, G., & Tracey, B. (1992). Consequences of influence tactics used with subordinates, colleagues and boss. Journal of Applied Psychology, 77(4), 525-535.