Strategic Leadership And Empowerment Of Leaders For Change Implementation

Importance of Leadership in Organizations

Using Case-Study Critically evaluate Strategic Leadership and the Empowerment of other leaders within an Organisation to lead and implement change.

The following essay will analyze two important elements in every organization, leadership, strategic and strategic leadership, the interaction in them and how they influence in outcomes of organizations. This paper will cite different studies and journals to support the ideas referents to this topic. Firstly this article will discuss on leadership to understand why this culture of motivation and influence has turned out to be so important for nowadays organizations. The second point is the strategic leader, and the term strategic leader is defined as using strategy in the management of employees. Also, is discussed potential to influence organizational members and to execute organizational change. Strategic leaders, allocate resources, express strategic vision and create an organizational structure. Strategic leaders work in an environment that is ambiguous on challenging issues that influence by occasions and organizations external to their own.

Empirical evidence supports the significance of the role of leaders in the implementation procedure. Surgical of studies teams have show that effective leadership can set the phase for active team psychological safety and functioning and inclusion that facilitates sustainment of innovative health care procedures and effective implementation. One mixed strategy randomized trial found that organizational management processes and relations-oriented leadership such as reminders /feedback and auditing supported evidence-based guideline use. Although varying conceptualizations of leadership were used in these studies, the Full-Range Leadership (FRL) displays some leadership styles summoned in these studies, including attending to connections and attention regarding performance standards. Although some of these studies included multiple leadership levels, several focused particularly on first-level leadership, as does the current research.

The ultimate objective of change management is to drive hierarchical outcomes and results by inspiring and engaging employees their adoption of another method of working. Whether it is a system, process, organizational structure change or job role, a project is fruitful if individual employees change their day to day behaviors and start doing their employments in a new way. An entire system of people in the organization support workers in making this transition. From the highest levels of leadership to forefront supervisors, managing change well depends on a coordination of performers all moving as one and fulfilling unique roles.

The first phase in your Stakeholder Analysis is to conceptualize who your partners are. As part of this, think about the people who are affected by your work, which have impact or power over it, or have an interest for its effective or unsuccessful conclusion.

Strategic Leadership

According to Lewis case study, leadership type is vital in change process of hierarchical change. Transactional leaders have involved punishments and in rewards with workers to support the execution of organization as studied by Cameron et al. (2015) and transformational leaders are inspirational, individualized considerations, charismatic and intellectual as stated in Cameron et al. (2015). This kind of leadership identifies the stakeholders for the change process. The stakeholders can support change and make wide based support to maximize the risk of success and limit the possibility of resistance in change process by asking who stands to lose or gain from the change and this will build a relationship for creating the beneficial influence (Goetsch & Davis, 2014). The partners use three strategies for motivation in the change process, going around the formal system, playing it straight and utilizing social networks (as cited in Goetsch et al. 2014).

Levy’s challenge was threefold to give remaining workers time to grieve and recover from cutbacks furthermore tough measures to make them feel that he cared for and supported them, and to guarantee that the turnaround plan proceeded apace. The process relied on mutual trust and employees desire to succeed.

There are many different change management models some of which are Lewin’s Change Management Model, Kotter’s Eight Step Change Model, and 7-S Model. There are numerous differences to each of these models that can be seen and there are also many similarities between the three models. The McKinsey 7-S Model was created by Robert Waterman and Tom Peters while they were working for McKinsey and Company and by Anthony Athos and Richard Pascale at a meeting in 1978. The McKinsey 7-S model is a comprehensive way to deal with the organization, which collectively decides how the organization will operate seven unique factors are a part of the model: strategy, systems, shared values, structure, staff, skills and style which all work collectively to form the model. Shared values are the centre of the model since it is what the organization stands for and believes in, for example, the mission of the company. The strategy represents what the company plans to do react to any changes in its external surroundings (as cited in Goetsch et al. 2014). The structure refers to the hierarchical structure of the organization. Systems are the portion of the model that represents the processes, routines, and procedures that portray how the work ought to be done. The staff is obvious in the way that it is an appropriate representation of who is employed by the company and what they do inside the organization, Style signifies the management styles and organizational culture that are used inside the organization and skills demonstrate the competencies and abilities of either the workers or the organization holistically.

Empirical Evidence Supporting the Role of Leaders

In the 1950s Lewin’s Change Management Model was created by a psychologist named Kurt Lewin. Lewin recognized three phases of change, which is still generally utilized today: refreeze, unfreeze and transition. The majority of an individual tends to remain within certain safe zones and is reluctant of change (as cited in Goetsch et al.2014). To overcome this frozen state, one must start an unfreeze period, done through motivation. Motivation is critical in any organization, notwithstanding when it is not evolving. This is when leadership is essential for the change process to work. Another vital part of this stage is the reassurance that this is useful for the company and to the employees as well. After the transitional voyage, comes the following step: refreeze. This is the phase where the company once again becomes stable. Goetsch et al. (2014) reviewed the core of change management lays the change issue. That is, for some future state to be understood some current state should be left behind and some organized, organized process for getting from one to alternative needs to exist. 

Kotter’s Eight Step Change Model, are One: Increase urgency for change, Two: Build a team for the change, Three: Construct the vision, Four: Communicate, Five: Empower, Six: Create short term goals, Seven: Be persistent, Eight: Make the change permanent (Chapman, 2016). The initial step is to create urgency for change. This implies that we have to convince the workers that this change is vital for the company to survive.

This also means that we should communicate that the change is achievable with no adverse effects on their jobs.  The third step is to create build the vision, which will indicate a clear direction on how the subsidized will better the future of the organization and their jobs. The fourth step by Kotter is to communicate this vision. For the idea to work, it must be completely comprehended by the employees, which implies that it is important for the leaders of the change group to take after this vision studied by Harkiolakis et al. (2017). The fifth step it to engage the employees to execute the change by creating short term objectives, we help the employees to acknowledge the change by showing them progress. Rewards are imperative at this step also. The seventh step is about perseverance since we should impact more change after the short term are met, or original plan for change will stop and die (as cited in Kickert et al. 2014). The last step is to make the change permanent by moving fitting it into the organization’s way of life and practices, for example, promotion studied by Voet et al. 2014).

The communication strategies used by Levy to connect with the stakeholders of an organization at a key level was choices from Levy’s email correspondence, internal reports, blog, meetings, hotel website, and memoranda. The most imperative particular device used was  Levy’s blog. Through this instinctive media, Levy had adequately fabricated numerous solid relationships with staff, patients, reporters, and people in general, a significantly preferred standpoint for the CEO; it was substantially simpler for Levy to take part in genuine and open communication with a more accepting audience. Levy would discuss specifically with employees through email instead of through mediators. The direct, open tone of the email reminder flagged precisely how Levy’s management style would differ from that of his antecedents.

Conclusion

Finally, I find that management and leadership both have their places, yet leadership is superior in many aspects. Voet says, good management is critical, but great leadership is basic. Leadership is superior in motivating the individual to work as followers work since they trust their leader and buy into his or her vision, while managers use their power to order members to finish tasks. Leadership is superior in regards to business philosophy and strategy. Leaders are always looking for better and more efficient ways to improve the business, where managers are happy with the status quo, and attempt to provide stability and consistency in everyday operation.

References

Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to

the models, tools, and techniques of organizational change. Kogan Page Publishers.

Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper

Saddle River, NJ: pearson.

Halkias, D., Santora, J. C., & Harkiolakis, N. (Eds.). (2017). Leadership and change

management: A cross-cultural perspective. Taylor & Francis.

Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., & Van der Voet, J. (2014). The

management of change in public organizations: A literature review. Public Administration, 92(1), 1-20.

Lee, S. J., & ???. (2013). Leadership and change management.

Van der Voet, J. (2014). The effectiveness and specificity of change management in a public

organization: Transformational leadership and a bureaucratic organizational structure. European Management Journal, 32(3), 373-382.