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Challenges of transformational leadership
Challenges of transformational leadership
Challenges of transformational leadership
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Kotter's 8-step process for change describes characteristics of transformational change.
According to Kotter (1996), there are many factors necessitating transformational change including technological, international economic and opening market forces. These factors create more hazards and opportunities for the organization. Positive change is associated with a multi-step process that creates power and motivation, and is driven by high quality leadership and excellent management. The eight stage process characteristics in leading change: (1) Establishing a sense of Urgency - help the target see the need for change, and they will be convinced of the importance of acting immediately. (2) Creating a guiding coalition - putting together the
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Create visible, unambiguous success as soon as possible (7) Consolidating gains and producing more change – “don’t let up.” Consolidate gains, and produce more changes. Use increased credibility to change systems, structures, and policies that don't fit the vision. Also, hire, promote, and develop employees who can implement the vision, and finally reinvigorate the process with new projects, themes, and change agents.
(8) Anchoring new approaches in culture - articulate the connections between the new behaviors and the organization success. Develop the means to ensure leadership development and succession (Kotter, 1996). Kotter further argue that it is important to go through all eight stages in sequence. However, only one operates in multiple phases at once. A purely linear analytical plan is likely to fail. This is why leadership is so critical. Management is a set of processes that can keep a complicated system of people and technology running smoothly. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles (Kotter,
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.
Leadership is the act of having self-awareness, understanding others, having vision, energy, edge, energizes others, executing plans and above all having integrity and intelligence (J. Welch). Management is following laid done procedures and processes to be efficient and productive. As Peter Drucker once said “management is doing things right; leadership is doing the right things.”( Management Paradise)
Every organisation goes throw an event that prompts the realisation that change needs to occur in order for the firm to survive or evolve in their respective market. Therefore the process of change requires management to develop a strategy to drive the organisation through change effectively. Notably, this process is not an easy endeavour, similarly, the need to change will not always be acknowledged by incumbents at other managerial levels of the organisation. Thus it is important for management to have strategies to deal with internal resistance to the change. Arguably, John Kotter’s 8 step model is a strong framework to process change management such that the change is managed effectively to produce the desired results (. In that below is a short overview of the 8 steps, each step’s implications, the causes and after the overview an evaluation of the strengths and weaknesses of the Kotter’s 8 step model.
John Kotter’s 8 Steps Organizational Change Model provides a holistic approach to the change process. Organizations should take into consideration all the 8 steps before implementing change initiatives in order to ensure the successful completion of the process. Change needs to happen, how to approach it ?? the model was design to enlighten innovation and change management needed to be brought to organizational leaders. Take into consideration that change requires time. Making critical mistakes in any steps can have devastating impacts, slowing momentum and hindering gains.
Changing situations throughout the world affect all organizations in business today. Therefore, most organizations acknowledge the need to experience change and transformation in order to survive. The key challenges companies face are due to the advancements in technology, the social environment caused by globalization, the pace of competition, and the demands regarding customer expectations. It is difficult to overcome the obstacles involved with change despite all the articles, books, and publications devoted to the topic. People are naturally resistant to fundamental changes and often intimidated by the process; the old traditional patterns and methods are no longer effective.
One of the major discussions in this book was the point of leadership versus management. These two aspects of business are similar, but also very different in the way they affect a business. Leadership, is the act of leading a group of people within an organization while management is the process of controlling people and directing their efforts in the organization. This distinction is crucial when it comes to producing an effective company that others can get excited about.
Step2: Make Short-Term Wins. Nothing persuades more than achievement. Inside of a brief time frame outline this could be a month or a year, contingent upon the sort of progress, that need to have some fast wins for the staff can see. Make fleeting targets not only one long haul objective. Change group may need to work hard to think of these objectives, yet every win that create can further inspire the whole
Is John Kotter’s eight-step change process, which was introduced in his book ‘Leading Change’ in 1995. The eight steps for leading change are illustrated below in accordance with the current situation of the company: 1. Create Urgency For a change to happen in an organization, it is necessary for the whole company to realize the prominence. This will ignite the initial motivation in order to get things moving. The company leadership needs to be sitting together, discussing about the competitors and how the change can be implemented in the working environment.
Management is defined by Mary Parker as “the act of getting things done through other people”. Gardener defines a Manager as “an individual, who holds a directive post in an organisation, presiding over the processes by which the organisation functions, allocating resources prudently and making the best possible use of people” (Komives, Lucas, McMahon, 1946). Leadership on the hand is defined by Matusak (1996) “as a process which entails initiating, guiding and working with a group of people to accomplish a change”. A Leader is therefore “an individual who induces a group to pursue objectives held by the l...
Two Change Models: Analysis and Application of Kurt Lewin's and John Kotter's Model of Change Two Change Models: Analysis and Application of Kurt Lewin's and John Kotter's Model of Change For this paper, I will focus on two change models, by first presenting a synopsis of and then analysis of Kurt Lewin's Model of Change and John Kotter's Eight Stage Model for planned change. I will differentiate the leader’s role in the models and determine how leaders can use the models to efficiently lead organizational change initiatives. Two Models of Change It is difficult to analyze without first forming a synopsis of each model.
Organizations can benefit from Kotter’s process by making a strong case to the employees. This is similar to Kotter’s first rule establishing a sense of urgency. An organizations best weapon for creating and implementing change is building a case for change. It is human nature to resist change no one wants to change if they do not have to. The organization can show the need to change through research , surveys, customer comments so on and so
Another basic strategy included was evaluating the problems which will be faced during the change, setting goals, creating strategies and establishing a procedural organization method. The reading goes in depth in providing information on each of the strategies and how to seek, create and understand each one. One of the phases which stood out in my mind was “Urgency up, success; urgency down, a mess”. Kotter, goes on to explain that even short-term success can be positive. When others see positive outcomes, people who were once skeptical become believers and in turn are more apt adapt to change.
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
The world is constantly changing in many different ways. Whether it is technological or cultural change is present and inevitable. Organizations are not exempt from change. As a matter of fact, organizations have to change with the world and society in order to be successful. Organizations have to constantly incorporate change in order to have a competitive advantage and satisfy their customers. Organizations use change in order to learn and grow. However, change is not something that can happen in an organization overnight. It has to be thought through and planned. The General Model of Planned Change focuses on what processes are used by the organization to implement change. In the General Model of Planned Change, four steps are used in order to complete the process of change. Entering and Contracting, Diagnosing, Planning and Implementing, and Evaluating and Institutionalizing are the four steps used in order to complete the process of change in an organization. The diagnostic process is one of the most important activities in OD(Cummings, 2009, p. 30).
Leadership and management are two fundamental concepts which are involved in the effective management of organizations. Leadership in my opinion is a complex concept, which includes association of human qualities and the result of their activities. To be a great leader means not only following own visions, but also work towards company’s goals.