Change is an aspect of the business world which leaders must be able to adapt. Leadership is a management approach, and leaders play a different role than supervisors when leading change (Jovanovic, Nikolic, Savic, Sajfert, & Dakovic, 2010). O’Regan and Ghobadian (2004) describe leadership as the process of getting people to willingly strive toward achieving the mission of the organization. The leadership strategy of an organization is the method used to assist the organization in achieving its goals. Department managers play a critical role in leading change and in helping the organization reach their goals. These managers also help their organizations achieve their visions by inspiring the employees.
Change is the process of making things different. As trends change, the way that an organization conducts business is also subject to change. The pace which organizations experience change has been accelerating as economic changes fluctuate and technology changes continue to advance. As changes progress, “organizations will be forced to change in a way for which there has been no precedent” (O’Brien & Robertson, 2009, p. 371). Organizational leaders are pressed with the demands of change while continuing to hold the responsibility of ensuring that the organization reaches its goals of maximum productivity, leading to increased profits. Leadership strategies will be explored by this analysis. The major challenges managers face and the competencies needed to effectively complete their jobs will all be examined.
Leadership Strategy
The strategy which leaders employ is a beneficial tool to reach the organization’s goals. A strategy is similar to a game plan. A strategy is an action plan created to achieve goals or a vision (Jovanov...
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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.
Pierce, Jon L. and John W. Newstrom (2011) 6th edition. Leaders and the Leadership Process.
‘Leadership’ and ‘Management’ are two commonly using words in nowadays organizations. The essential and integral part of productive management is leadership. Effective leadership is crucial to an organization’s success. Leaders can take a quantity of different steps to help keep projects from failing. The main and highly important focus of the leader is to make things happen. According to Griffin (2008), ‘Leadership, as a process, the use of non coercive influence to shape the group’s or organization’s goals, motivate behaviour toward the achievement of those goals, and help define group or organizational culture; as a property, the set of characteristics attributed to individuals who are perceived to be leaders’. Equally as management, that
The term leadership and change management are interrelated between each other. Leadership direct the company to reach in the destination. Eventually, it is concentrate to formulating the business strategies require to transfer in new state to achieve the corporate goal (Hayes, 2010, p.159). Kotter (2011) explains that leadership is act as an engine on entire change process, that drives, controls and manages to move quickly in efficient way. According to Northouse (2013), “Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.”
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
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,
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.
A solid theoretical foundation is required to lead and manage change. For efficient and effective change to take place it must be intentional. Leadership set the tone and the direction of an organization allowing it or hindering it to change and adapt. Leader can use tactics and skills to create an organic change environment with the right change models and interventions when the organization is most ready for change.
“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).
The only way to develop the kind of leaders a changing organization needs is to make leadership a critical criterion for promotion, and then manage people’s careers to develop it.
Kouzes, J. M., & Posner, B. Z. (2007). The Leadership Challenge (4th ed.). San Francisco, CA:
Kouzes, J., & Posner, B. (2007). The Leadership Challenge (4th ed.). San Francisco, CA 94103-1741: Jossey-Bass.
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.
Every good leader has successful skills to accomplish a common goal within an organization. Although the term leader is often intertwined with the manager; a leader’s characteristics are rarely the same in responsibilities. Leaders are developed by the type of organizational cultured that they are derived in. Thus, bringing the skills to designed changes rather than only promote changes as often may be seen in managers. Leadership is then the support of employees by offering a clear concise understanding of an organization needs and therefore brings balance to the task and the relationship of the employees. So what is the purpose of the leadership? To serve others while transforming the company’s mission into actually obtainable goals while all the while overcoming situational
A strategy, according to Robbins and Barnwell (2002, p. 139) is “the adoption of courses of action and the allocation of resources necessary to achieve the organisation’s goals”.