The world is so dynamic and competitive. In this regard, most organizations are capitalistic in their operation and always want more. They want more profit, more shareholder value, and more market share, among others. The realizations of these objectives have been attained through the successful initiation, development, management and above all by organizational behaviour. Indeed, the effective development, management of brands have become a major priority for all organizations of all sizes in the different industries and markets (Greasley et al 2008). The reasons for this are certainly clear; strong brands are positively correlated with customer loyalty and profits. On the basis of my interest in the national health care delivery with a special attention to the comparative analysis of health care delivery systems among developed nations, it is my desire to discuss the benefits superiority of the Canadian health care system over the American health care system. Towards this, changes that the recent health care reforms have offered since inception will be dissected. My topic for this research paper will therefore be knowledge, skills, and individual behaviors must an executive have to be politically competent and to be good corporate citizens. However, the efficient behaviour in organization can present challenges, especially in the case where managers are unable to accurately evaluate and assess their brands particular strengths and weaknesses objectively. One major limitation that has been presented in organization is on how to deal with the multifaceted issue of products development and multi-channel branding, especially where there is the need for political competent and good corporate citizens on professional. Individual behaviour therefore builds effective relationships by achieving objectives, organizational objectives, and social objectives due to recommendable knowledge, skills, and individual behavior. Knowledge, skills, and individual behaviours have been advanced as presenting numerous challenges and implications to the organizational context, and thus enlarging the complexity of organizational behaviour. To be politically competent and a good corporate citizens in regards to organizational demand, the following skills and knowledge should be put into action. Organizational Learning skills A cording to Greasley et al (2008) defines organizational learning as “the ability of the institution as a whole to discover errors and correct them, and to change the organization’s knowledge base and values so as to generate new problem solving skills and new capacity for action.” In recent past, learning has emerged to be a fundamental factor in every successful organization and the three common levels of learning has been pointed out. These are: Team learning, organization learning and individual learning. We can clearly see that all the organizations have an obligation to learn because is an important and necessary requirement for extensive knowledge and skills which draws upon the integration of the sum of individuals. The purpose of organizational learning is to change in intersubjective constructions of reality, to change in organizational knowledge and to increase in the range of possible actions. Team learning knowledge and skills Team learning has demonstrated its positive significance in organizations due to the fact that it achieves learning at organizational level through relating the individual learning to organizational knowledge that is shared by all the individuals in organization. Probably Team learning is one of the routs for the learning organization this is due to the fact that team learning does not prevent individuals from reaching their goals and to experiment with new structures and behaviors. Rational Perspective skills and knowledge The rational perspective views an organization as a rational administration of unitary organizations. Within this perspective, the role of the manager to play the role of a technician whose core duties is to take rational path in light of the established knowledge to manage change effectively. This perspective remains the focal point of reference in organizational literature that forms the foundations of decision-making. This is because of the underlying factor that change management is multifaceted discipline, which affects the life of individuals, groups, organization, societies, and nations, and as such, organizational change is best achieved by setting a clear objective, carefully planning all necessary tasks, and following a detailed plan. According to Waddell, Cummings and Worley (2004), “under this approach, the change process starts with the designation of clear goals and objectives, and particular attention is given to the desired output of the organization, the formal transformation process, the related information processes.” These calls for the fundamental role of managers and the choices they make that have the capacity to shape organizations and change is best planned and executed in line with the organizational aims and objectives. Greasley et al (2008) discerns that rational perspective of organizational change is best achieved by setting a clear objective, carefully planning all necessary tasks, and following a detailed plan. Resource perspective skills Resource perspective on the other hand refers to the desire within an organization to align its practices in line with its resource capacity. Pressure to institute change because of resource is a driver to organizational capacity to operate within sustainable outcomes. The contingency perspective is an exploitative approach of organizational change that seeks to drive change in line with “other pressure factors.” This change perspective seeks to exploit the available contingency factors that present themselves to an organization (Wang, et al, 2005). Managers therefore pursue these resource acquisitions purposely and with the aim of improving organizational performance. It must be noted that change will definitely lead to competition for organizational resources that are often scarce; managers have the duty to balance these demands and appreciate that resource perspective not only requires rational approach but must also be strategic (UOP, 2009). The need to execute organizational change successfully begins by setting a clear objective, carefully planning all necessary tasks, and following a detailed plan arises from the background knowledge that change will definitely lead to competition for resources. Cultural Perspective knowledge The cultural perspectives of organizational change technically influence operational culture of an organization to adopt the demands of external pressures in cultural lines. Greasley et al (2008) suggests, “Organizational change activities can be fruitfully examined from a complexity of political and cultural framework.” Change is a product of collective responsibility that involves the active participation of individuals or groups to change the culture of organizations. Furthermore, the cultural perspective takes consideration of an organization as a collection of values and norms that draws organizational elements together. Change therefore involves a keen cognizance of organizational cultural values and aligning them through a shift of behaviors and thoughts of a group, rather than an individual. Evaluative plan to achieve this level of corporate citizenship, the situational development plan is effective forms of the most critical components in leadership within corporate citizens. This is best achieved by the analysis of the resources injected in times of time and money and the results achieved. The results realized can be judged to be positive or negative through the ability to motivate and influence followers. A number of questions that must be positively answered in response to the development plan include; how is the development plan capable of influencing the followers? Will it positively enhance the existing relationship between the leader and the followers? Will the three forces of situational leadership support the action? If the above evaluative answers are positive, then the situational leadership development plan has the capacity to achieve the outlined leadership objectives. According to Greasley et al (2008) “leadership is one of the central foundations of change in an organization.” In the understanding that change is a multifaceted issue that demands with it building capacity for change and motivation for change, leadership approach to change must take a keen cognizance on change process. This must take with it the influence of the leader and the analysis of the situation. It can be discerned from the above discussions that both transformational and situational leadership are effective approaches to change within organizations.