As we have learned through our many readings and discussions, leaders have the power to help those around them manage change. They are often the forefront of the push to make a change, and they also have the difficult task of getting others to believe in the change as much as they do. Many leaders may not even realize the power they have to help others deal with change. Often times a leader of an organization or company is able to see the change coming before many of their employees. The most difficult part of facilitating change for leaders is that they must get others to believe in the concept as much as they do. In cases where the change is minute this may not be a problem, but if a change were big enough that it would disrupt the comfort …show more content…
If a leader is able to clearly identify the goal of the change, it will be easier to relay this message to those under their authority. If employees have a clear view of what the leader is trying to accomplish they may be more likely to jump aboard and support the idea. With leaders bearing the power of anticipating change, and being able to recognize it before employees, it is also important that leaders understand what the attitudes of employees are. Before trying to force change upon an organization, it is imperative that leaders are able to identify how their workers may respond to an imposed change. Leaders who successfully are able to do this will ease the burden on themselves, and employees as well by better understanding how their thought process works. In some cases, like the example of Liberia, leaders will abuse their power of authority over others. They generate support be force, and people do not have a choice of whether or not they want to support the change. It is unfortunate that some leaders take their power for granted because people are only following out of fear, not because they actually believe in the …show more content…
They are the first to recognize what needs to change, and more than likely they are directly involved in the process of deciding how to go about making the change. Their insight into the problem and what the solution will be gives an upper hand in understanding what the effects will be on an organization. Another aspect that is critical for a leader to have the capacity to manage change is making sure you know who is working for you. This idea ties directly into another leadership course I am currently enrolled in this semester, where we have learned that in order for a leader to be successful they must be able to recognize personality types. This is also true in this context. For example, if you employ many people of the younger generation it is likely that they will be able to adapt to change very quickly. A leader who recognizes this will be able to use that factor to support their own capacity to help the rest of their employees manage a change. Another factor that allows leaders to successfully help others manage change is being informed from the beginning. If a change is about to take place, workers are going to need to be able to grasp how it will affect them. If a leader ensures that he/she is clearly knowledgeable about what the change will mean for everyone involved, this too will increase the leaders ability to help others make the transition. This idea also ties into
Transformational leaders exhibit personal and professional qualities that other want to emulate and follow. These leaders advance the mission in combative environments. Transformational leaders propel the growth of the team through communication. Finally, transformational leaders leave a legacy that instills pride, moral, and determination for future success.
“..the transformational leader articulates the vision in a clear and appealing manner, explains how to attain the vision, acts confidently and optimistically, expresses confidence in the followers, emphasizes values with symbolic actions, leads by example, and empowers followers to achieve the vision (Yukl, 2002)
This is where transformational leaders excel in their roles as motivators and change agents; however, one characteristic that resonates most with followers is the leader’s ability to define vision and mission. Ballou (2015) used the analogy of an orchestra conductor possessing the musical score that provides the details for every participant in the ensemble. The ability of the leader to bring clarity to the vision enables followers to understand the ‘why’ of their hard work. While seemingly autocratic, followers accept direction from transformational leaders because they demonstrate selflessness and are most interested in the team’s success, not their own. These highly regarded traits can alleviate tension in diverse groups by focusing on the vision, not individual differences. While there are similarities between the servant and transformational leader, there are important differences as well. In the book, The Leadership Challenge (2002, p. 153), the authors suggested that transformational leadership affects not only the followers, but the leader as well, by raising each other to achieve the higher purposes of motivation and morality. Another vital component of transformational leadership is the fostering of participation when making decisions. It is never the intention of the leader to inject his or her opinion, especially at the onset of the process. This ability allows followers to arrive at consensus by encouraging team participation, which invites involvement and buy-in of the vision, while decreasing the likelihood of inter-team conflict. The true transformational leader inspires the team because they have achieved a high level of self-actualization, which allows them to encourage and recognize the achievements of others without feeling threatened. When followers are fortunate enough to be led by a transformational
Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.
Leaders need to see more deeply into why it is so hard for our organizations to change, even when there is a genuine, collective desire to do so. More than just seeing why, leaders need to learn how to take action effectively to help our organizations actually become what they need and want to be.
In summation, I believe an adaptable leader employs flexible leadership qualities and contours their approach based on the situation to effectively accomplish the mission. If only I can encompass the principles in that statement, I believe, given the time, I can greatly enhance my abilities as a well-rounded adaptable leader. Making the constant effort and being aware of myself, my leaders, my peers, and my subordinates will ultimately allow me to grow both personally and professionally. In the end it is about the people we work with regardless of their position. Understanding these individuals, their expectations and their goals, is the key. With so many different individuals, adaptation is integral to ensuring we get the bestout of each and every person each and every day.
... organization to do so. Leaders galvanize commitment to embrace change through three interrelated activities: more usefulying strategic intent, building an organization, and shaping organizational culture.”(Pearce, 2004)
According to Yoder-Wise (2015), a leader can be defined as, “an individual who works with others to develop a clear vision of the preferred future and to make that vision happen” (p 35). As employees, we often have our own ideal of a good leader, which may be influenced by experiences and perception of workplace norms. While one’s opinion of an effective leader may vary, there are several recognized leadership theories. The following will focus on the transformational leadership approach.
Leaders benefit from building a team to create and implement change, this is a key theme in the Kotter model of change. This teambuilding engages employees throughout the process. Allowing employees to be a part of the change process gives them the opportunity and trust to be creative moving toward the future (Cochrane, 2002). Leaders can create opportunity for employees and leaders to dialogue about the change, which can help troubleshoot the process. Leaders who engage employees throughout the organization from various levels of the organization will receive perspectives from the entire organization helping them make better-informed decisions. Employees want to be allowed the opportunity to help an organization they believe in, in a way that enhances the
His or her actions can inspire others. The second component is Inspiration and Vision; this element assists the leader to look into the future. They work hard to ensure goals and dreams become a reality. Transformational leaders stay committed to the vision/goal in stressful times. “They set standards and instill others with optimism, a sense of meaning, and commitment to a dream, goal, or cause.” (Marshall & Broome, 2017). The third component is Intellectual stimulation. A leader with Intellectual Stimulation keeps probing and challenges the existing knowledge or ways various task is carried out. They challenge the status quo to make room for new and creative ideas to be innovative. The final component is Individual Consideration, which is an essential element for a transformational leader and a successful leader as a whole. They are servants who serve with humility, and according to Marshall & Broome (2017), they look beyond their self or personal goals. They are more invested in the organizational goals and
“Leading Change: Why Transformation Efforts Fail” is an article written by John P. Kotter in the Harvard Business Review, which outlines eight critical factors to help leaders successfully transform a business. Since leading requires the ability to influence other people to reach a goal, the leadership needs to take steps to cope with a new, more challenging global market environment. Kotter emphasizes the mistakes corporations make when implementing change and why those efforts create failure; therefore, it is essential that leaders learn to apply change effectively in order for it to be beneficial in the long-term (Kotter).
In this time of transition and uncertainty, research suggests that transformational leadership is highly effective (Straight, 2006). Leadership research has drifted from emphasis on the competence of leaders to “manage change” to the ability to “transform” organizations. Transformational leaders have attributes and behaviors needed to successfully motivate and empower employees. According to Bernard Bass (1990), transformational leadership occurs when a leader transforms, or changes, his or her followers in three important ways that together result in followers trusting the leader, performing behaviors that contribute to the achievement of organizational goals, and being motivated to perform at a high level. Transformational leaders can achieve greater performance by stimulating innovative ways of thinking and transforming follower’s beliefs and aspirations. Maxwell (Maxwell, 2007) articulates that most of the time, influence is more important than formal power or authority. I agree with him. Influence is very important in organizational and co...
Burns (Drenkard, 2013), a true transformation can only happen when there is a relationship between the leader and the followers. The leader does not have all the power and authority. He or she creates an environment that brings the leader and followers together. A highly effective leader will have a highly effective team. The leader must communicate the vision and goals of the organization to the followers (Satterlee, 2013).
Transformational leaders develop well connected relationships with their staff. When you have close relationships with your staff and get to know them this allows you insight to how they learn and how they like to be motivated. You can tailor the motivation you provide to them as an individual to be specific to something that may drive them. Developing a personalized approach to deal with everyone will help better understand each member of my staff and identify what they may need from me as a leader. I will also have better insight into what motivates them
Transformational leaders are needed to transform low performing organizations to acceptable to high performance. At other times, the leader is expected to move an organization from a crisis. In order to accomplish these tasks, the leader must overhaul the organization culture or subculture. This task is accomplished by nine ways of transforming others: 1. Raise others awareness. The leader makes others aware of the rewards and how to achieve them, i.e. pride in the job or financial incentives. 2. Help others look beyond self-interest. The transformational leader helps others to look at the “big picture” by describing an entire scenario, i.e. if we hire more employees to do x, we will have to make cuts in other areas. 3. Help people find self-fulfillment. The leader helps others not to focus on minor satisfactions, i.e. getting a job done before the deadline ...