Analysis of Leadership Change Arising from Organizational Change

Introduction

Both public and private organizations executives face extreme difficulties

in putting abilities together to work and perform effective changes specially
when it has to do with unexpected changes because this kind of changes are
forced by external forces and may lead to very chaotic and unknown
results. On the other hand, even when it’s about a planned change which
the processes are fore planned and the systematic approaches very well
delineated, change practitioners are also confronted with diverse challenges
(Hughes, D. J., 2011; JoEllen, V., 2013).

Background to Change Management

Change is not an easy issue especially in this current climate of economic

constrains, the new challenges provoked by the growing technological
development and new market demands. Today’s global economy has a very
big impact on the way – public or private – organizations operate imposing
challenging economic and financial conditions. Despite this truth change
remains an ever-present reality within organizations and the
transformations that it brings have a very impacting influence specially on
human. The outcomes of these complex processes of change can be so
damaging or have very positive effects on those who are involved. Change
becomes very complex especially when it involves the introduction of new
values into the scene. It may result in the demand for new and more skilled
leaders, shifts, more pressure for achieving goal, the demand for more
capability, the loss of status and various other aspects that will make people
to resist to it. Gino (2016) concluded from her survey that people tend to
glue to comforting zones and conforming to the status quo.

Leadership Challenges During Change

Leaders face the most challenges in the process of change than for the rest
of the team members. The uncertainty of the effects of change can make
employees to be confused and it may cause different reactions that may not
be bad at all to the objectives of the organization. Yet studies point that
most of the attempts that are made by organizations fail. Balogun and Hope
Hailey (2004) (cited by Matt, B. and Naomi, S., 2010) argue that 70 % of
change programmes don’t achieve their intended outcome.

Most change attempts failures are due to four factors: lack of planning,
lack of consensus, poor communication and resistance. People involved
with the organization need to know what changes and when they are likely
to happen so that they can follow up the evolution and fit in the
transformations that take part alongside. If planning is not done at all or
procedures are not complied with there can be devastating results. For
changes to succeed planning should be made effectively and gradually. The
procedures must be clear and specific tasks assigned to team members
involved in the change program. Although decisions for change come from
the top executives it shouldn’t flow to mead managers only as it is very
crucial that all components of the organization must be involved and grant
them the opportunity to agree and give their contribution as well
(Consensus). They must be trusted responsibilities and be informed of all
the stages and the possible effects change will bring to their personal lives,
to their professional dignity as well as to the company itself. That will
encourage them to increase their engagement towards the objectives. It is
imperative that communication flows thoroughly to all employees in order
to avoid mistrust. If the employees do not get any information on how
things are done, its purpose, what are the outcomes and the implications
change can have in their lives, then a very disrupted environment will rise
and resistance will settle. Once they resist to change the more difficult it
gets for change practitioners to implement effectively the desired change.

Different feelings can arise throughout change implementation processes,

like employee’s insecurity on job, emotional stress and problems, the sense
of exclusion, anger anxiety and the loss of the will to perform positively.

Leading Change
Success to change do not rely simply in good strategic plans and
procedures, it depends in large dimension to the value that is attributed to
employees whose behaviours are expected to change.
The key element for success in organizational change is maintaining
employees involved in the change program. Their satisfaction will reflect
directly into his (the manager’s) satisfaction and his engagement to work.

Most change programs fail because of poor management. When there is a

disregard to crucial aspects like planning, monitoring, evaluating the
progress of change steps and many more others. Resources for the change
processes must be provided and people involved must have the necessary
skills to make things happen.

In order for change to succeed Koter’s mode is an outstanding tool to

achieve satisfactory results. Teammates must know and be able to perceive
the need for change; select carefully the people capable to lead the change;
create general vision about the change to be implemented; stakeholders
must be updated with information of the ongoing occurrence’s; give people
the opportunity to give their contribution, by suggesting about the change;
give employees due credit for good work; stimulate people for change and
attach new approaches for change implementation in the organization.

All steps must be carried out while employees make their gradual
intervention as they identify themselves with the changes. The process of
change takes time so that it results in good endings.

Conclusion ad recommendation
In order to achieve expected results, we have to define clearly what our
intentions are, set our vision, measure the resources available, engage all
the people involved so to get the best results. There should be a good
connection between the teammates and provisions should be made for
correction actions to be carried out on time.

References:
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 Chapter 6, ‘Leadership with a Higher Purpose’

Hughes, D. J. (2011) Lead your organization through major change,

Agency Sales. 41(10), p. 17.
Kotter, J. (1996). Leading Change. Boston, MA: Harvard Business School
Press.

Mento, A., Jones, R. & Dirndorfer, W. (2002) ‘A change management

process: grounded in both theory and practice’. Journal of Change
Management, 3 (1), pp.45-59, [Online].

JoEllen, V. (2013) Managing change and leading through transformation.

A guide for community and public health practitioners. Leverage Points
Consulting.

Francesca G. (016) Let Your Workers Rebel. Havard Business Review.

Matt, B. and Naomi, S., (2010) Organisational change management:A

rapid literature review.