Leadership Theories for CrysTel's Change Initiative
Abstract
To see success in the CrysTel initiative, a new frontier in understanding organizational change is necessary to translate successfully implemented changes into real organizational benefits. This can be accomplished through a systematic analysis of "cross level linkages," connections between departments or business units and the organization as a whole. This paper will present three leadership theories believed to be most effective for CrysTel's change initiative. Each style will be compared to others chosen and some not chosen. Strengths and weaknesses of each style will also be presented as will recommendations for further success.
"Building a Culture for Sustaining Change" Simulation
Achieving organizational change that produces real results is not just a managerial challenge; it is also a cognitive challenge. As Peter Senge stated in an article on leadership "deep organizational change requires a change in people. Redrawing the lines and boxes in your org chart without addressing the way people within the organization interact may be like rearranging the deck chairs on the Titanic" (1996). Leaders find it easier to address tasks rather than the complex dynamics of human interactions. The outcome of which is a focus on the short-term and local not the longer-term and global results from change.
Since managers cannot manage what they give little attention to, a paradox is widespread across all forms of organizational change: changes that successfully improve performance in one part of the firm often fail to translate into gains in firm level performance. This is the challenge in the simulation this paper will address.
A leader can choose from a variety of approaches, each effective in different circumstances. This paper will present three leadership theories believed to be most effective for CrysTel's change initiative. Each style will be compared to those chosen and some not chosen. The recommendation is to use a combination of all three theories to address the environment at CrysTel. Strengths and weaknesses of each style will be presented as will challenges with the recommended approach, and recommendations for further success.
Leadership Theories
Contingency Theory
The Contingency model was coined by Fred Fiedler in 1967. This model states that the leader's effectiveness is based on situational contingencies defined by two aspectsleadership style and situational favorableness (Miller et al., 2004). This model utilizes an instrument to measure an individual's leadership orientation. The scores are ranked and leaders defined as low-LPC or high-LPC leaders.
Leading Change was named the top management book of the year by Management General. There are three major sections in this book. The first section is ¡§the change of problem and its solution¡¨ ; which discusses why firms fail. The second one is ¡§the eight-stage process¡¨ that deals with methods of performing changes. Lastly, ¡§implications for the twenty-first century¡¨ is discussed as the conclusion. The eight stages of process are as followed: (1) Establishing a sense of urgency. (2) Creating the guiding coalition. (3) Developing a vision and a strategy. (4) Communicating the change of vision. (5) Empowering employees for broad-based action. (6) Generating short-term wins. (7) Consolidating gains and producing more changes. (8) Anchoring new approaches in the culture.
There are many leadership theories that play an important role in the every day workforce. Some of the theories are successful in producing a strong and productive leader, while others lack the qualities required for the job. Out of the multitude of available theories out there, I feel that the Transformational Leadership Theory is the one that stands out as being the most successful. This theory is far from coercive and instead focuses on making a satisfied team that collaborates to form a productive work environment. An environment like this, ran by a top-notch leader, is needed for success.
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.
... 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)
In his book, Leading Change, Dr. John P. Kotter communicates why organizations fail or succeed based on ten years of conducting research on more than 100 companies to see what contributed to their successful transformations and what hindered those transformations. “In October 2001 Business Week magazine reported a survey they conducted of 504 enterprises that rated Professor Kotter the number one “leading guru” in America.” The two significant aspects I took from this book were the reasons why change initiatives fail and an eight-stage process to lead the organization through a successful transformation.
Top-down organisational change initiatives n.d. Emerald insight . [ONLINE] Available at:http://www.emeraldinsight.com/learning/management_thinking/articles/pdf/top_down.pdf. [Accessed 20 January 2014].
Like Klinger, Hitchcock agreed that in a managerial role is essential and performs a vital function, leadership must come first to make managing more effective. If management is efficiency in climbing the ladder, then it is leadership that determines whether the ladder is leaning against the right wall. To help individuals, teams and organizations to navigate the permanent white-water environment safely, Hitchcock (2013) suggested that there are three constants that provide stability in times of great uncertainty such as a change, a choice, and principles. This work considers each of these three constants, focusing mainly on the principles that underpin transformational and effective leadership in healthcare settings. (Hitchcock, Klinger, 2012)
Change is something that is necessary for the survival of a company, but can sometimes be difficult to instate. That is what is discussed in the book A Sense of Urgency by John Kotter. The central theme of this book is leadership, and how it is required to initiate change.
Finally, the extent to which leaders are able to manage change, develop consensus, and maintain loyalty will establish the success/failure of any organizational management idea or reorganization endeavor. One of the most noteworthy factors that impede success in organizations is lack of leadership. Continuous, attentiveness, self-evident leadership is very important for flourishing achievement of organizational change.
Change is inevitable and bound to happen in all aspects of life including business. Although change is important in an organization, it can also be seen as a strength and weakness. Effective leadership is about mastering change. One must be willing to change in order to grow and be successful. This paper will compare and contrast Kotter and Kurt Lewin step in their change management models. Furthermore, it will elaborate on the concepts and explain whether these methods can be used at the same time. In addition, this paper will include a Christian worldview of the information discussed and how it relates to the change management models.
In today’s ever changing world people must adapt to change. If an organization wants to be successful or remain successful they must embrace change. This book helps us identify why people succeed and or fail at large scale change. A lot of companies have a problem with integrating change, The Heart of Change, outlines ways a company can integrate change. The text book Ivanceich’s Organizational Behavior and Kotter and Cohen’s The Heart of Change outlines how change can be a good thing within an organization. The Heart of Change introduces its readers to eight steps the authors feel are important in introducing a large scale organizational change. Today’s organizations have to deal with leadership change, change in the economy,
In this theory leadership style changes as needed to ensure that the goal is achieved (Huber, 2014). Each situation may need to be addressed differently, which requires flexibility by all involved, especially leadership. Managers need to evaluate every individual to understand what they are capable of and how they fit the needs of the institution and or situation (Nash, 2015). As a nurse I think this is a very important trait for a leader to have because of how quickly things change and how we must work within our environment. For example, in healthcare we sometimes have to allow others to take control of a situation on to ensure the best possible outcome for each patient. In addition, the manager needs to ensure that each person works within the scope of their practice, functions at the highest level allowed and completes their tasks. To be a successful leader in healthcare and achieve desired outcomes requires a high level of flexibility by leadership. I would also say that the contingency theory would also fit into my leadership style. The basis premise of this theory is that each situation is different and leadership needs to take that into account when managing a situation (Huber, 2014). At times a leader needs to look at the bigger picture and incorporate that in their decision making process. When looking at a specific situation taking input from all parties involved can lead to a more effective solution. We can learn a lot form those around us and need to take that in account to be an effective
“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).
Contingency theory though developed by some researchers in Ohios University in 1940s but, it was popularized by Fiedler in 1967. The theory according to Fiedler (F1967) saw leadership behavior as a functions of three situational factors: leader–member relations which is the degree of confidence, trust, and respect members have in their leader; task structure which is the degree to which the job assignments are procedurized (that is, structured or unstructured); and position power which is the degree of influence a leader has over power variables such as hiring, firing, discipline, promotions, and salary increases.
Fiedler’s Theory is stated in the power point presentation as the association between leadership orientation and group effectiveness is contingent on how favorable the situation is for exerting influence. If there is some catastrophe which will befall a group or set of individuals if a task is not complete, then that group will be more effective as they are motivated to complete that task to avert that particular catastrophe.