During Module 5, the Adaptable Leader, we learned different concepts to overcome change and new situations. When dealing with change, it is important to remember that many people fear the unknown. In order to become a more flexible leader, I will need to manage these fears and create a productive environment. Unfreezing, phase one of the three-phase change process, was the most important concept I identified to help. The homework assignment for this module had me self-identify flexible leadership qualities that describe me the most, however, there were two qualities that I identified as weaknesses within myself. It taught me that I need to develop my ability to effectively manage other’s resistance to change and effectively involve others in the design and implementation of change. The unfreezing phase of change is the most important concept for me because it explains how to best confront the vulnerabilities in my leadership style.
As a future change agent, I need to accomplish both parts of the unfreezing phase. If I am unable to create a felt need for change, or deal with resistance to change, then my subordinates will not acknowledge that there is a better way to operate. Alternatively, if either of these segments are not fully developed I will face extended deadlines, lost purpose,
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I can accomplish this by presenting a new or revised regulation, reviewing our career field education and training plan, or by simply setting a desired end state for my work center. Before implementing any change, I will need to help subordinates, peers, and supervisors recognize the need for change and seek their input. By allowing people to take part in the implementation, I will be helping them through the unfreezing phase. I will be armed with an invested organization after these three steps: erased the fear of the unknown, educated those affected, and reinforced desired
With this mindset in place change can happen without any problems. Having transformational leaders being viewed as change agents, the culture within an organization should transform smoothly. Effective leadership is enhanced when leaders can inspire their followers to accept change by communicating a compelling vision of the future and motivating willingness to work in the new manner (Jones & Rudd, 2008).
There are several different items that I have stored in my leadership “bag of tricks”. The one that I find myself applying the most is the ability to be both stern but flexible. I am a true believer in the statement that no one is perfect. As a leader I feel tha...
The Leadership Challenge by Kouzes and Posner (2007) is the result of twenty years of research on the factors that influence and create great leadership. Through studies and stories from leaders with various backgrounds throughout the world, the practices and characteristics that create great leadership are delineated. Leadership is viewed not as a group of inherent characteristics, but as learned behavior that anyone can achieve. The goal of Kouzes and Posner’s book is to inspire and educate leaders through transformational leadership. As such, leadership is about mobilizing others to become and do extraordinary things.
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
The authors state that the leadership is vital for any change in an organization. Though, the key begins with Defining the Vision. Perhaps, the ability to implement them rapidly and efficiently for the best result in terms of values, cost and time which described under Mobilizing, Catalyzing, Steering and Delivering. Here is the list of ten keys to Successful change
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.
We need to embrace change by having an individual take a leadership role. There can be more than one leader, but at least one person has to realize change is needed for the better and success of others. Another way to embrace change is by bringing the ...
Change is an inevitable function of any organization and is something that employees and leaders alike are bound to face during their careers. According to Ivancevich et al (2011), how leaders are able to handle the task of change can determine the success or failure of an organization. As organizational leadership students, it is important for us to begin to develop and sharpen the necessary skills to innovate and adapt to change effectively. Leaders should be familiar with a variety of elements within the organization including an assessment of employee and leadership strengths, relationships, skill level and capability, level of support, and the types of resources readily available. Assessing these elements prior and during change, as well as evaluating the process after the fact, helps prepare organizations and leaders for future success. The Harvard School of Business’ interactive change management simulation, Change Management Simulation: Power and Influence V2 (2013), was a valuable assignment to help teach us about change from the standpoint of a mid-level management position at Spectrum, a sunglasses company, looking to adopt a new sustainability initiative.
Yukl, G., & Mahsud, R. (2010). Why flexible and adaptive leadership is essential. Consulting Psychology Journal: Practice and Research, 62(2), 81-93. doi:10.1037/a0019835
“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).
Prevention of resistance is most effective when implementing change. Preventing the weight of inertia in a workplace allows the change to happen in a timely manner with minimal problems. As Lee (2004) emphasizes, leaders have the ability to effect change and performance. If someone is accountable for outcomes and poor habits, outcomes will improve. The manager must show a caring attitude over the process of change and welcome any positive innovation. This caring attitude will become contagious to the employees working under him and become a priority to them as well. Approaching the change in an accepting, open-minded manner can decrease the vulnerability and frustration associated with change. How the change is presented can make the biggest difference in the outcome of the change. The manager must show that blaming will be avoided at all costs. One will only ask why, not who, to avoid the feeling of belittlement. This can allow employees to become comfortable with voicing their opinions and mistakes, which can allow an even greater range of improvement. The manager must also encourage...
Lewin likened his model for change, to having ice in the shape of a block, but wanting it in the shape of a cylinder. In order to change the ice, it is melted, then reformed and then frozen again. Accordingly, the steps of Lewin’s model are unfreeze, change and refreeze ("Lewin's Change Management," n.d.). In the first step, unfreezing requires the change leader to communicate why the change is important.
... Accordingly, when dealing with resistance to change, the best approach to use in most situations is the power of resistance. This approach accepts resistance as part of the process and enables leaders to understand where the resistance is coming from, facilitating listening and respect while focusing on the objectives of the change (Palmer, Dunford, & Akin, 2009). Conclusion Managing resistance starts with dialogue that engages and reveals the underlying reasons for resistance (A. Gilley, J. Gilley, & Godek, & 2009). Resistance to change is a complex issue and managers and leaders need to take the time to understand why and where the resistance is coming from if they have any chance of being successful.
When faced with roadblocks or difficult decisions as a leader, I know that I must remain confident and retain all the qualities outlined earlier as well as countless others. Only then will I be able to effectively take action and make change in my leadership role.
PRO: People Just Resist Change Naturally According to Robert Tanner, a leadership professional with over twenty years of experience at all level of management, “It is not in our nature to make changes that we view as harmful to our current situation” (Tanner, 2017). In addition to it, Mr. Tanner explains that people do actually resist change naturally due to the fear that we normally undergo in respect to failure, which in many cases, it takes place in our work life. As for example, when we encounter changes that are being implemented at our workplace, these new adjustments could be seen as substantial obstacles, and consequently, it can cause our brain to have serious doubts about our capabilities to perform other different tasks than the ones we are already used to execute in our current job. In other words, we would naturally feel worried and therefore resist change if we cannot adapt to the new work requirements.