Course: Organizational Change
Evaluating Change Leadership
Your reading for this week provides an overview of the process for effectively leading and managing change. Consider your experience with an organizational change. The change may involve an organization in which you currently work or worked in the past or it may involve an organization other than a workplace.
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Select one of these two options:
Option 1: Evaluate leadership effectiveness in Motivating Change and/or creating a Vision.
- What worked?
- What did not?
- What would you recommend?
Option 2: Evaluate leadership effectiveness in Sustaining Momentum.
- What worked?
- What did not?
- What would you recommend?
In your subsequent posts, respond thoughtfully to at least two other posts.
Back up all opinions with the readings and outside research in academic journals at the KU online library.
- 250 word minimum for initial post
- Include at least two references
2020-2023 (Peer Review)
KU online library:
Student reply 1:
Leadership influences organizational change and adds value to the organization.Actions in the workplace that facilitate transformation are directly influenced by organizational leadership characteristics.When organizations embrace and put into practice ongoing, transformative change, they can remain competitive. Examining different types of change within businesses is necessary to comprehend organizational change. Any change, regardless of its size, has an impact on a company. When considered from an evolutionary perspective, change can also be described as transitional, transformative, or developmental.The most frequent type of change is transitional change, which involves making small, gradual adjustments to people, organizations, processes, or technology. In an effort to help the organization become more effective, management-driven changes may be made at the departmental or organizational level. Frameworks like phenotypic, behavioral, and modern theories of leadership theories. The study of leadership attributes aims to discover a collection of psychological characteristics shared by all effective leaders.The leaders are aware that in order to help their people develop the skills required for success both now and in the future, they must explore novel concepts, procedures, and practices.The organization’s following aspects are impacted by leadership.Identifying Organizational and Employee Change Readiness Preparation: Creating the Foundation for Change Developing a Change Vision and a Powerful Leadership Voice: A vision for the transformation process needs to be clearly defined by management and HR. The vision should make it abundantly apparent who, what, why, when, and how the change process will take place. Management must link the dots in order to create a compelling vision for transformation.
Change your vision in line with your company’s existing brand and fundamental values. Additionally, leadership must ensure that the transition and the future are described in vivid detail. The employee population will find the vision more attractive if this is done.Strategies for communication and avoiding resistance.
Execution: Monitoring and implementing organizational development and change.
To keep their programs vibrant and going forward, leaders must give the vision, display political savviness, and create the corporate culture required. Proactive leaders must possess the abilities to keep the coalition’s “soul” alive and relevant to the organization’s needs.
Three Elements of Long-Term Momentum
A. New starts a momentum.
B. New things,
generates some sort of momentum by definition.
C. Either positive or negative momentum is possible.
Negative Momentum • Negative Events
•Positive Momentum from Negative Events
•A spike in positive momentum can flourish in unfavorable conditions.
•Good Event-Good Momentum=New Sports Franchise.
D.One of the following three factors frequently causes organizational momentum:
•A new approach
• New item
The development of engagement strategies takes time from leaders. It has been demonstrated that effective leaders concentrated on three main areas to ensure that stakeholders were engaged in meaningful ways:
Stakeholder community analysis.Leaders considered who would be impacted by the changes, who could influence choices, and who could offer information in order to clearly identify the broad spectrum of stakeholders with whom they needed to interact.
recognizing the business issues that the stakeholders face, both independently of the effort and in connection with it.Collecting
With the help of this information, one can better comprehend the opinions of both the stakeholders as a whole and of important figures within each stakeholder group.
creation of multifaceted solutions for wise resource use.In designing the approach for engaging stakeholders, executives put their own effort into it and worked with their leadership teams.
Mullins-Jaime, C., & Wachter, J. K. (2023). Motivating Personal Climate Action through a Safety and Health Risk Management Framework. International Journal of Environmental Research and Public Health, 20(1), 7. https://0624czs98-mp03-y-https-doi-org.prx-keiser.lirn.net/10.3390/ijerph20010007
Jakavonytė-Staškuvienė, D., & Barkauskienė, A. (2023). Transformative teacher leadership experiences in schools in creating an innovative educational culture: The case of Lithuania. Cogent Education, 10(1)https://0624czs98-mp03-y-https-doi-org.prx-keiser.lirn.net/10.1080/2331186X.2023.2196239
Student reply 2:
Good morning, Professor and Class,
In evaluating leadership viability in propelling change and making a vision within an organizational setting, I reflect upon my experience with a critical change activity in a past workplace. The change included transitioning from a traditional structure to a more collaborative and agile organizational model.
Clear Communication: Viable leaders guarantee that communication channels are open, transparent, and reliable (Nwabueze & Mileski, 2018). They frequently communicated the transformation’s reasons, benefits, and expected results. This transparency built trust among workers.
Engagement: Leaders effectively engaged workers at all levels. They motivated feedback, proposals, and concerns from the workforce. This inclusion made employees feel esteemed and part of the change process.
Visionary Leadership: The leadership team enunciated a compelling vision for the future. They emphasized how the change would adjust to the organization’s long-term objectives and values. This vision propelled workers by giving them a sense of purpose.
Training and Support: Leaders provided satisfactory training and back to help workers adjust to the new working method. They invested in resources and devices to encourage the transition.
What Needs to Work
Resistance Management: Some leaders belittled the resistance to alter. They should have addressed pockets of resistance successfully, resulting in delays and hindered advance.
Inadequate Feedback Circle: Sometimes, the feedback component needs to be more robust. Leaders missed essential experiences from the front lines, which might have been critical in refining the change methodology (Fleenor et al., 2020).
Lack of Mid-Level Leadership Back: While the top administration was committed to the change, a few middle-level directors were reluctant to grasp it. This irregularity in leadership arrangements created confusion among workers.
What I Would Recommend
Ceaseless Communication: Maintain a steady and open communication flow throughout the change process. Leaders should frequently overhaul workers on the progress, address concerns, and celebrate achievements.
Robust Change Management strategy: Develop a comprehensive change management design incorporating procedures for viably identifying and overseeing resistance (Williams & Golden, 2023). Invest in change champions who can impact and back their peers.
Leadership Alignment: Guarantee that all levels of authority, from top to central management, are adjusted and committed to the change. Give coaching back to middle supervisors to help them grasp the latest vision.
Feedback Integration: Establish a vigorous feedback circle that effectively consolidates worker input into the change methodology. Motivate workers to share their encounters and utilize this feedback to make essential alterations.
Fleenor, J. W., Taylor, S., & Chappelow, C. (2020). Leveraging the impact of 360-degree feedback. Berrett-Koehler Publishers.
Nwabueze, U., & Mileski, J. (2018). Achieving competitive advantage through effective communication in a global environment. Journal of International Studies (2071-8330), 11(1).
Williams, D. A., & Wade-Golden, K. C. (2023). The chief diversity officer: Strategy structure and change management. Taylor & Francis.
The PPT of this week’s course is in the attachment. Please check it out when you have time. Thank you very much!