After Completing The Reading This Week, Please Review The Ta ✓ Solved

After completing the reading this week, please review table 1.2 in

After completing the reading this week, please review table 1.2 in the text and review the distinction between leadership and management. Think about this in regard to how senior leaders versus senior managers lead change in an organization, especially concerning technical change. Reflect on these concepts and answer the following questions: When implementing change in an organization, cultural issues such as resistance to change arise. Determine how this would be handled differently considering management versus leadership constructs. Additionally, how is work performed differently within management versus leadership constructs?

Required reading: Chapter 1 in the text Benbya, H., Ning Nan, Tanriverdi, H., & Youngjin Yoo. (2020). Complexity and Information Systems Research in the Emerging Digital World. MIS Quarterly, 44(1), 1–17. Please ensure the initial post and two response posts are substantive. At least one scholarly (peer-reviewed) resource should be used in the initial discussion thread. Use APA references and in-text citations.

Paper For Above Instructions

In the evolving landscape of organizations, the distinction between leadership and management plays a crucial role in implementing change. While the two constructs share similarities, their approaches to guiding organizations through transformation, particularly technical change, are inherently different. Leadership often embodies a vision-driven approach, aiming to inspire and motivate employees towards a shared goal, whereas management tends to focus on the operational aspects, ensuring that processes are in place to achieve the desired outcomes.

Understanding Leadership and Management

Leadership is primarily concerned with setting a direction, motivating teams, and fostering an environment where change can flourish. It is about influence, strategy, and the personal qualities that inspire others. In contrast, management involves planning, organizing, and executing activities to achieve specific objectives. Managers are typically focused on maintaining stability and efficiency within existing frameworks, often utilizing established processes to guide their teams (Benbya et al., 2020).

Cultural Considerations in Change Implementation

One significant challenge when implementing change in an organization is cultural resistance, where employees may be hesitant to embrace new initiatives. Both leaders and managers respond to these cultural issues differently. Leaders often engage with their teams through open communication, active listening, and empathy, thus creating a supportive atmosphere where employees feel valued and heard. This could involve soliciting feedback, addressing concerns directly, and fostering a culture of collaboration in which individuals are encouraged to embrace change (Kotter, 1996).

In contrast, managers may approach resistance through structured processes, including formal training sessions or policies designed to enforce new practices. While this can be effective in ensuring compliance, it may not address the underlying emotional and cultural factors that drive resistance to change. Managers might rely more heavily on performance metrics and accountability, potentially overlooking the importance of team engagement in navigating the change process (Schein, 2010).

Differentiating Work Implementation

The way activities are performed under leadership and management constructs also diverges significantly. Leaders often promote a participative approach to work implementation, encouraging team members to contribute ideas and engage with the decision-making process. This involvement fosters ownership and accountability, which can lead to increased motivation and effectiveness (Northouse, 2019).

On the other hand, managers typically prioritize task delegation and process adherence. Their focus is on aligning tasks with organizational goals, ensuring that teams meet deadlines and maintain productivity (Mintzberg, 2009). This operational focus may lead to situations where employees feel less empowered to adjust workflows creatively, which can limit innovation and adaptation in rapidly changing environments.

Bridging the Gap: Leadership and Management Integration

While leadership and management are distinct, it is vital for organizations, especially those undergoing significant change, to integrate both approaches. Leaders must cultivate a vision and emotional connection with their teams while also ensuring that managers implement the operational aspects of that vision effectively. For organizations navigating technical change, this dual approach can optimize resources, enhance team dynamics, and mitigate resistance through a blend of inspirational leadership and structured management practices.

Conclusion

Implementing change within organizations is a complex process fraught with cultural challenges and varying responses based on whether leaders or managers are at the forefront. By demanding more from both constructs, organizations can better prepare their teams for embracing change. Embracing the strengths of leadership—vision, empowerment, and emotional connection—alongside the backbone of management—structure, process, and accountability—creates a robust framework for navigating the intricacies of change in today's digital world. Thus, recognizing and leveraging these distinctions can lead to a more successful change initiative that aligns with organizational goals.

References

• Benbya, H., Ning Nan, Tanriverdi, H., & Youngjin Yoo. (2020). Complexity and Information Systems Research in the Emerging Digital World. MIS Quarterly, 44(1), 1–17.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Mintzberg, H. (2009). Managing. Berrett-Koehler Publishers.
• Northouse, P. G. (2019). Leadership: Theory and Practice. SAGE Publications.
• Schein, E. H. (2010). Organizational Culture and Leadership. Jossey-Bass.
• Goleman, D. (2000). Leadership that Gets Results. Harvard Business Review, 78(2), 78–90.
• Heifetz, R. A., & Laurie, D. L. (1997). The Work of Leadership. Harvard Business Review, 75(1), 124–134.
• Uhl-Bien, M., & Arena, M. (2018). Complexity Leadership Theory: Shifting from Human Capital to Social Capital. People and Strategy, 41(2), 22–29.
• Avolio, B. J., & Gardner, W. L. (2005). Authentic Leadership Development: Getting to the Root of Positive Forms of Leadership. The Leadership Quarterly, 16(3), 315–338.
• Drucker, P. F. (2007). The Effective Executive: The Definitive Guide to Getting the Right Things Done. Harper Business.