The paper deals with how leadership is in the paradox of organisational change and innovation. Fast technological advancements, high demand of customers and ever changing marketing conditions have coerced organisations to constantly reassess and revaluate their business strategies and models. As leadership is the crux in evaluation and managing the organisation,the process of organisational change demands a very effective and highly competent leadership that is well capable to perceive the most desirable shape of an organisation and address the issue of organisational change in most appropriate way. According to dictionary the word change means “to make or become different”. Change can be dealt in different ways as it occurs in many spheres. One such sphere is business. Every organisation goes through change. New projects and initiatives are taken to improve performance, have a better competitive edge and also increase financial profits. The company can implement technology to enable a more mobile workforce, restructure a process to ensure compliance or completely change their strategy around customer experience. In todays fast paced world adapting to change is a value that every organisation should embrace and more over their should be people within the organisation that foresee and recognise this change. Change management is implementing finite initiatives as the focus is on executing a well defined shift to drive organisational success ( Ashkenas, 2016)^1. The underlying reason for this is that the changes in the surrounding of the organisation have an influence on the organisation and distort its balance. At this point, the application of continuous development and improvement programs becomes important for the organisation to struggle with the competitive conditions, to obtain better results and to maintain its existence (Tunçer, 2011)^2. Hence a dynamic and constantly changing nature is required in an organisation. Changemanagement helps in four parameters : managing the change, how to manage the expertise in change, how to nourish change with appropriate information and the importance of plannedprocess and its evaluation. The use of effective practices and models helps the organisation with managing change, the need of expertise points that change is an aspect that requires experienced knowledge in how to adapt to changing conditions, an important step is the appropriate information used in models and practises and all of this has to be done in systematic manner for evaluation so that the organisation doesn’t lose its objective while implementing change. The requirement for change isn’t necessarily caused through surroundings but can also happen internally as discontents in an organisation can influence the organisation to take the first steps to find alternative steps for change. One of the most effective change management models is Kotter’s Change management model. Whether the organisation is considering a small change or a system wide change, John Kotter has explicitly explained through his eight step process how to implement change in an organisation. An sense of urgency should be created to get things moving. Organisationsshould identify potential threats and come up with scenarios for what can be done in the future. Opportunities should be examined. Form a powerful coalition by convincing people that a change is necessary by building a team around this coalition. With a clear vision, the organisation can convince people about the change. A strategy should be created to implement the change. The change should be communicated with honest and open discussions. Obstacles should be removed in order to achieve the change. Create short term goals by thoroughly analysing potential pros and cons of the short term goal and achieve thegoal with success. Set goals to continue building on the momentum the organisation hasachieved. Finally make sure the process becomes part of the corporate culture and make it stick. Erricson example. Kotter’s eight step change management is not for every company as it lacks rigorous fundamentals ( Appelbaum, Habashy, Shafiq, 1996)^3. One of the oldest models of change management is Lewin’s three step model. Lewin suggested that change management in general has three steps.In the first step, the present state of affairs is unfreeze. Hence, this step involves defining the present state, divulging as well as resisting forces to the change and envisioning a desired end-state. The second step involves moving to a new state of affairs. This is done through involvement and participation of individuals. In the last step new policies are set, success isrewarded and new standards are established. Consequently, the new state is stabilised and refreeze (Burnes, 2004)^4. Bullock and Batten´s planned change model is four stages of planned change. Firstly, there is exploration which means being decisive for change as well as obtaining necessary materials for the change e.g. knowledge. In the next stage of planning, key decision makers come up with a change plan delineating a sequence of needed actions. In the action stage, a plan is formed to complete the action. This stage also involves feedback structures, in case things go wrong there should be a contingency. Once the change plan has been completed, the fourth and last stage ofintegration starts. Here, the change is in sync with other area of the organisation.Furthermore, the change is formalised through policies and rewards (Bullock & Batten, 1985)^5.There are many change management models and each one has a different approach. All the models wont work for all the companies as some models may be applied in a particular company and some models may be applied in another company. But the important point to benoticed here is that some form of change management is necessary for the organisation to survive and gain that competitive edge. A generalised change management model can work for all the companies. Organisations need to asses the situation and prepare for the change accordingly. Plan and implement the strategy according to the change and evaluate it timely to stay ahead of the competitive curve.