开放性：这是一个重要的特征，因为它将决定一个人在与团队沟通和互动方面的开放程度。变革推动者必须受到其成员的影响并愿意受其影响。管理者必须具备的沟通技巧是开放的。 Chawla和Kellaway（2004）进行的研究表明，当有一个高效的沟通体系和工作保障时，员工更加乐于改变和改变管理。对164名员工进行的一项调查表明，员工参与变更管理将取决于他们对组织的信任程度。信任水平与沟通和工作保障间接相关（Chawla and Kellaway，2004）。
Structuring: The very structuring of an organization would restrict the ability and the capability of the manager who is selecting the change management team and planning for their activities for a successful change effort. A well defined change effort and a manager with more power to help the change management team would help.
Capacity: This is an important element for the organization. It is the resources that the organization can provide the change agent-manager with (Lunenburg, 2010). This can refer to both physical resources and human resources. As an example consider that a school requires a manager to form a change management team of four in order to guide the ICT implementation and manage change. If the organization has only three available employees then there is a resource clash. Here any amount of managerial skills might not help.
Openness: This is an important characteristic, as it will decide the level of openness that a person has in terms of communication and interaction with their team. A change agent has to be one that is influenced by and is willing to be influenced by his team members. The communication skill that a manager has to possess is openness. Research conducted by Chawla and Kellaway (2004) indicates that employees were more open to change and change management when there was an efficient communication system and job security. A study conducted with 164 employees indicates that employee participation in change management would depend on the trust levels they have with their organization. Trust levels were indirectly correlated to communication and job security (Chawla and Kellaway, 2004).