Concepts of change and leadership in EFU General Insurance LimitedINTRODUCTIONCurrently, EFU is the leading insurance group in Afro-Asia, excluding Japan, providing a full range of insurance services. This includes life, health and general insurance. A pillar of EFU's strength lies in its close, long-term (over 50 years) relationship with its main reinsurer, Munich Re of Germany, one of the largest reinsurance companies in the world. LEADERSHIP HISTORY AND CHANGE AT THE EFUFrom 1988 to 1996, the EFU was under the leadership of Saif Kalani, President of the EFU. Mr. Kalani's leadership approach was very directive (leader-centered), at that time there was no concept of emergence approach; the environment was not complex at that time. And all important decisions, including financial, management and marketing, were taken by Mr. Kalani (top management). During this period the company enjoyed normal success. He retired in 1996, and here comes the new president, Umair Memon, who was a retired army officer, who had a reputation for being very tough. As expected, he implemented strict labor policies and fired a few employees he didn't like. The internal environment changed as staff lost trust in the new leader. And the external environment begins to change as new competitors enter the market. The EFU's market share decreased in just one year, as a result, the new manager laid off a few more staff. This created a lack of trust between the leader and the follower. The situation was going from bad to worse, profits were decreasing due to reduced worker productivity due to the change. The companies suffered losses in 1995. Mr. Memon resigned and Arsalan Ansari took over as CEO, and still is. And the company has now become one of the best.CHANGE IN LEADERSHIPM. Arslan came to the helm when the EFU was in serious crisis. Their market share falls and the company is in loss. A change was then felt. Mr. Arsalan saw the need for change and quickly looked at the market, competitors and identified potential issues and major opportunities which can be considered the first step in Kotter's eight-step model "establishing a sense of emergency ". Mr. Arslan perfectly established the sense of urgency and then created a liaison team by bringing together a team of people with enough power to lead the change to be achieved while continuing to work as a team. This may well be seen as Kotter’s second step of “creating a guiding coalition.” At the same time, provide strategies to lead change efforts while developing strong completion strategies and simultaneously communicating this vision to all staff..