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Out of all types of mechanisms scrutinized by the transformational leaders for the purpose of bringing radical
changes in their respective organizations, cultural mechamisns enjoy by far a much higher position than others The reason is that
the degree of such leaders' success will be greatly subject to the degree of their capacity to upgrade the attidutes and beliefs of all
managers and workers in an organization towards serious and vehement support as well as their backing for the target
programs. The major goal of this article is to present a brief analysis of the quality of organizational needs for structural change and transformation whereby the executive challenges of
the task ahead, showing lack of empathy (unwilligness) on the part of many organizational practitioners towards this goal, are
conspicuously identified. The author then continues to underline that the main purpose of applying cultural mechanisms is, in
reality, to integrate streaks of unwilligness and disinclination or resistant oppositions into a type of extreme enthusiasm, bloom of
full energy and intense activity towards pushing forward the formidable and daunting processes of change and transformation
which lie ahead of us.