Critical Perspectives in Strategic Management and Leadership

Student’s Name: Hamed Nasser Alshamsi

CW1

Date: 28.08.2020
 The Key Characteristics of Leadership in Relation to Strategic Change

Introduction

Organizations and entities require a change to improve performance or acquire normal

development. The change process requires the input of leaders, the effectiveness of their

approaches, and positive traits. The main theories of change revolving around the concept of

leadership of change include the theory of emergent and incremental change, punctuated

equilibrium model of strategic change, and the theory of temporal planned change. Leadership

theories, contingency theory, path-goal theory, and transformational leadership theory, explain

the complexities in leadership and change. Leaders are expected to express positive

characteristics such as enhanced communication, creativity, innovation, and visionary, to sail

through change effectively. Notably, research links leadership to change by demonstrating that

leaders provide the required avenue for transformation and engagement of the stakeholders in the

process. Indeed, a charismatic, communicator and innovative leader would improve the

effectiveness of the change process.

Evaluation and Interpretation of Academic Theories Highlighting the Discussions Around

the Concept of Leadership of Change

The concept of leadership of change has been illustrated through theoretical frameworks.

Ghasemy and Hussin list the theory of emergent and incremental change, punctuated equilibrium

model of strategic change, and the theory of planned temporal change, as main links of the

leadership of change (1). The emergent and incremental change theory inform that a leader could

adopt change, from an unplanned perspective, by implementing a specific technology. The main

objective of leading a change through technology is to initiate development and improvements.

Secondly, the temporal planned change theory argues that a change is directed by its purpose
(Ghasemy and Hussin 3). The theory links to the leadership of change by indicating four

elements that all leaders must adhere to, namely, commanding the change initiative, constructing

the changed timeline, teaching and socializing the change objectives. Thirdly, the theory of

punctuated equilibrium model of strategic change indicates that an equilibrium period is

observed when transitions in an entity are experiences between stable activities, while

reorientations are implemented by short periods of actionable reforms. A leader is considered the

center of the change characteristics, the implementation factor, and the overseer.

Moreover, the leadership of change is contingent on the actions and aspects of the leader

and their assumed style. According to Abbas and Asghar, leadership theories- contingency

theory, path-goal theory, and transformational leadership theory- are vital elements in simulating

change (Abbas and Asghar 13). For example, the contingency leadership theory requires the

leader to avail of an alternative approach to change in case the primary transformation proves

unfeasible. In this case, the leader-member relationship is expected to express a high level of

collaboration (Abbas and Asghar 13). Moreover, the Path-goal theory requires the leaders to be

effective communicators and guides of the required changes and transformations. The theory

indicates that effective leaders guide change by engaging the members in the development of

objectives and milestones. Thirdly, transformational leadership theory links leaders to change by

the ability to empower their members, impact learning capabilities, and propose clear visions.

The theories provide leaders with an opportunity and a platform through which they could

implement effective changes. Besides, leaders are the symbols of change as they are required

continuously to express a positive change in performance, development, and overall members’

welfare.
Characteristics of Leadership in Relation to Strategic Change

Strategic change can be used as a parameter for leadership performance. As indicated by Gilley,

McMillan, and Gilley, effective leaders in terms of performance can express, support, and

oversee changes among the subordinates (41). Characteristics of leadership and its effectiveness

can reflect on the strategic nature of change. For instance, factors such as personal behaviors,

routines, and values held by a leader demonstrate their willingness to support change. An

effective and honest leader would give a chance to change, as long as it is to the best interest of

the organization, entity, or community that they represent. Moreover, the thoughts, capabilities,

and performance of leaders are reflected in their actions that either support or bar changes. In this

case, the characteristics of a leader linked to strategic changes include being visionary, engaging,

participative, and courageous. A leader with such characteristics would most likely allow

changes that would improve the status quo in the interest of the organization. Similarly, positive

strategic changes are an indication that the leader is influential, a good communicator, and

innovative. As observed, the positive characteristics are key influencers to the implementation

and success of the change.

Other characteristics of leadership with reference to strategic change include change

management skills and communication skills. Notably, ineffectiveness in communication is the

main barrier to organizational or community change (Gilley, McMillan, and Gilley 40). As a

result, a leader that has effective leadership communication abilities is most likely to steer

through the change process. As a trait, communication improves management approaches to

change as a leader is able to consider and express all the interests of the stakeholders. Similarly,

approachable leaders are more effective in implementing strategic change. As a characteristic,

being approachable has a positive relationship with the mitigation of change resistance.
Interestingly, such leaders could be negotiated with and an amicable approach to change

achieved. Other characteristics entail being charismatic and creative. Notably, strategic change

requires more than the logistical organization and management. Leaders, therefore, are required

to devise ways to bring all stakeholders on board. Being charismatic allows transformational

leaders to create a psychological positivity in support of the proposed reforms. Such leaders

achieve this milestone by making all stakeholders a part of the change. Besides, attaching

responsibility to psychological positivity results in accountability in the change process.

Drawing from The Contemporary Literature, Complexities of Leadership and Change

Research indicates that there is a positive correlation between effective leadership and the

success of the strategic change. For instance, Hao, Jun and Yazdanifard found that innovation

and clear direction make leaders successful in a change process (3). The complexities between

leadership and change are derived from the responsibilities bestowed on the leader and the need

to identify, communicate, and implement transformations. For example, an effective leader must

identify a problem in their organization and propose changes. Moreover, incorporating the

contributions of their subjects in the change process make them effective. Besides, the research

illustrated that contributions of a leader in a change process are a factor of their managerial

abilities. For instance, a leader is expected to impact trust, consideration of organizational

culture, learning, and training in strategic change (Hao, Jun and Yazdanifard 4). From this

observation, it would be impractical to implement change without effective leadership. Similarly,

effective leadership is a derivation of organizational changes. Leadership in the face of change is

a combination of responsibility, need for guidance, and representation of stakeholder

participation.
 The complexities of leadership and change are also presented from the perspective of the

change drivers. In reference to Florea, the change drivers are the factors, in leadership, that

determine organizational success, in terms of ability to change (71). Specifically, factors such as

perceived rewards from the change process are the main leaders’ responsibilities. In this aspect,

it is the duty of a leader to influence the subjects and inform them of the projected rewards. In

this intertwinement, a leader acts as a motivator to the actualization of change, as an

organizational representative. Notably, transformational leadership theory indicates that leaders

are a crucial component in the identification of the required innovations. For instance, a leader

can easily identify a needed change and an innovative approach to implementation. Moreover,

complicated change processes, such as takeovers, require the input of leaders as the link between

shareholders and employees. Such linkages ensure that organizational culture and structure

remain intact through the change process. The complexity, in this research, between leadership

and change is based on their exclusive dependence. Leaders use change to become effective,

while the change process requires the input of leaders, as illustrated in the transformational

theory and the punctuated equilibrium model.

Conclusion

Summing up, there is an intertwinement between leadership and change. Notably, the positive

characteristics of a leader, such as innovation and communication, enhance their support for the

change process. From a theoretical perspective, leadership models- contingency theory, path-

goal theory, and transformational leadership theory- expound on the link between the leader and

member roles in transformation. Similarly, change theories applied were the theory of emergent

and incremental change, punctuated equilibrium model of strategic change, and the theory of

temporal planned change. The complexities of leadership and change, as derived from
contemporary literature, indicate that effective leaders have a higher capability of building a

robust change initiative. For instance, the transformational leadership theory illustrated the role

of a leader’s creativity and the use of innovation to empower subjects towards change. Indeed,

the effectiveness of leadership is the most strategic tool in the implementation of change.
 Works Cited

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Florea, Radu. "Change management and the role of leadership in facilitating organizational

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(2016): 68-72.

Ghasemy, Majid, and Sufean Hussin. "Change, leadership and change-oriented leadership

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Gilley, Ann, Heather S. McMillan, and Jerry W. Gilley. "Organizational change and

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Hao, Moo Jun, and Rashad Yazdanifard. "How effective leadership can facilitate change in

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