Change management beyond adaptability: emotional intelligence and auto learning in NGOs

In today's rapidly changing world, organizations are facing new challenges, requiring them to react quickly and adapt to change. However, in order to succeed, organizations cannot rely only on adaptation, they rather have to shift from efficiency to sustained organizational models, by referring to efforts on the part of the team leaders to create a better environment for change. Relying on Emotional Intelligence and Leading Autodidact employees illustrate how a dramatic transformation is possible in organizations, and especially in NGOs. This explorative research follows a qualitative Methodology based on extensive literature review of current and classical literature. The literature is hence tested through in-depth interview-based case study against the practice of three NGOs in Lebanon. The results proposed a new combination of the concepts related to change. NGOs are placing a greater emphasis on autodidact employees who are willing to develop innovative solutions and new approaches to face the complexity of the work environment. Administrators' strategies start with their understanding of appropriate leadership, and build teams of employees who can use emotional intelligence, foster self-directed learning, and move to experience and engagement, utilizing key competencies, to accomplish the organizations' goals.