Inspiring change must go hand-in-hand with managing change. This is especially true as leaders realize that not everyone within an organization is going to be agreeable to change, especially major ones. The level of follower "buy in" will inevitably vary as change relates to each constituent's role and point of view. As change is essential in order for institutions/schools to stay competitive and current, how leaders successfully manage change ultimately determines their effectiveness. To facilitate the management of change, leaders can enlist the help of those constituents who accept change more willingly than others. "Leaders can identify followers who more readily accept and adapt to change, and encourage them to support their peers who find change more difficult to adjust to" (Oreg & Berson, 2011, p. 653). Furthermore, these authors conclude that, "charismatic leaders can help followers' [sic] compensate for the dispositional difficulty some of them have in times of organizational change...[while using] their transformational leadership style to override employees' resistance to change" (Oreg & Berson, 2011, p. 653).