IndexThe utopian theory (U)The management of changeThe paradox of changeLeadership and the integration of the change procedureConclusionLeadership as known since time immemorial has been a recurring adventure full of anxiety, emotions, doubts and sometimes even chaos (Nirenberg, 2004). Nonetheless, leaders today have continued to coin the entire meaning of leadership in an imagined platform. The current changes in the leadership environment have been made possible due to the dynamism of the 21st century leadership environment which many management thinkers believe to be complex and demanding of leaders (Schyns et al., 2011). Therefore, ongoing changes and leadership development will instill an irrevocable sense of leadership influence and change among current and future leaders. While the simple definition of a leader emphasizes their ability to influence others to voluntarily participate in ongoing processes, a leader must also be visionary, ambitious, and proceed with a sense of purpose and values ​​of the entire organization (Northouse, 2018). Therefore, the thesis will analyze the U theory, as well as other empirical studies to understand how the theory relates to a sustainable leadership change management model, as well as realizing the new system of thinking and presence among global leaders. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay The utopian theory (U) Based on the studies of Stewart (2010), the U or utopian theory proposed by Otto Scharmer argues that thoughts and emotions tend to hinder people's ideas. Therefore, to be a good leader an individual must embrace/expose their mind to the new idea and overcome false and emotional ideas to bring about effective change (Nirenberg, 2004). Therefore, Scharmer theory proposes reintegration and acceptance as a way to welcome change and new ideas among leaders. The U model applied by Otto Scharmer starts from left to right starting from the co-initiation phase which involves listening to oneself and suspending one's judgment (Walden University, 2015). In the phase, the leader pursues a common purpose by listening to others as a way to understand the call to leadership. The next stage is co-sensing in which the leader engages in factual and empathetic listening to others with all his or her strength, mind, and will (Walden University, 2015). After that, the leader will move into the “presence phase” in which they will develop a sense of their past and future leadership goals. The stage will allow leaders to connect with their inner inspirations through meditation (Stewart, 2010). Moving to the upper right side, the leader will need to co-create by prototyping their visualized leadership intention and crystallizing that intention with their head, heart, and hand to achieve their leadership goals. Ultimately, the leader will co-evolve in the sense that he or she will embody and execute what is new within his or her leadership environment, acting on the “whole” ((Walden University, 2015). On the left side of the U model the device strategies for leaders to address resistance in their thoughts and emotions, while the right side encourages reintegration and intelligence of leadership thoughts (Twelve Management site, 2017). focuses on changing the world view of an individual/leader by asking them to proceed beyond their personality and explore their true self-identity (Northouse, 2018). U reacheseffective leadership change management .Change Management According to Burke (2017), a leader usually has a mission, a vision and a destiny to achieve and constantly tries to persuade others to help him realize a compelling cause . Therefore, leaders usually take on a "creative tension" personality to help them negotiate their way out of a chaotic change process. According to Schyns and fellow advocates (2011), a leader is usually at the crossroads between the past and the future and will sometimes tend to rely on mental models and meditation to predict and control certain organizational situations. As is evident from the concept of situational leadership, the leader's leadership ability is usually tested in times of chaos, uncertainty and even danger. Therefore, the appropriate mix of courage, competence, along with a sense of purpose, vision, and urgency in solving organizational problems will determine a leader's effectiveness in guiding the organization and its people from management quagmires (Burke, 2017) . ). The transition to the future is never easy, especially where followers prefer the status quo (Schyns et al., 2011). Therefore, a leader in the case will always rely on the past and present to develop a mental model by which he will anticipate the future. Creating important mental models to achieve sustainable change for oneself and others within the organizational context is usually guided by a vision of a creative and transformative mindset (Twelve Management website, 2017). The paradox of change The paradox of change assumes that, despite the volatility of global economies, change tends to remain the only widely contested phenomenon. Although change is inevitable, Northouse (2018) argues that people can always overcome change by focusing on building what is new, instead of fighting the old/old. Therefore, an effective leader will help focus the organization's energy and develop a passion for seeking the new through action, rather than reciting change as a theory (Walden University, 2015). Even if making the change promises greater benefits, people may still resist it due to fear of uncertainties and even cynicism on the part of management. Although Lewin and Kotter proposed the three-step and eight-step model of change, achieving sustainable change is more involved than it seems. However, both models outline the urgency, synergy, vision, and dynamism through which leaders should harness change and allow it to infiltrate all levels of the organization (Burke, 2017). According to the studies of Nirenberg (2004), the creation of mental models should help to remedy the formation and practicality of the outcome of the change. However, in faulty cases, the models obtained can distort objective evidence into subjective assumptions resulting in misunderstanding of the idea of ​​change and erroneous judgments. Therefore, the need to exploit change should pursue a constructive and pragmatic transformation aimed at coagulating the application of mental models by followers and the leader. Applicable to Theory U and the need for development models, it is vital that a leader suspends judgment and engages in collaborative discussion to reach a prudent change decision in pursuit of the new (Stewart, 2010). Therefore, leading a model of sustainable change should be based on the U theory of “presencing”, where a leader borrows from the future to understand and build the current/present. Leadership and integration of the change procedure Confirmation, 2010).