Assignment 2: Monique Leroux Leading Change At Desjardins

Assignment 2 Monique Leroux Leading Change At Desjardinsfor This Ass

Write a comprehensive paper analyzing Monique Leroux’s leadership in guiding change at Desjardins, focusing on change lessons, images of change, internal and external pressures, diagnosis models, resistance management, and strategic steps for implementing change from an external perspective. The responses should be well-cited in APA style and integrate concepts from Palmer, Dunford, & Akin (2008).

Paper For Above instruction

In examining Monique Leroux’s leadership at Desjardins during the period from 2008 to 2012, it is essential to understand the underlying principles of organizational change as depicted in Palmer, Dunford, and Akin’s (2008) frameworks. These frameworks include lessons from change initiatives and various images of change, both of which offer insight into the strategic and psychological approaches Leroux employed to navigate Desjardins through a period of significant transformation.

Change Lessons in 2008 and 2012

Within Table 1.1 of Palmer et al. (2008), several lessons emerge as critical for successful change management. In 2008, during the initial phases of Leroux’s efforts, key lessons such as the importance of clear communication, stakeholder engagement, and understanding organizational culture were present. Leroux recognized the necessity of transparent communication to gain buy-in and reduce resistance while aligning employees with the vision of modernization and innovation at Desjardins (Leroux, 2008).

By 2012, these lessons had become more sophisticated. The organization had deepened stakeholder involvement, emphasizing shared values and collective goals, which facilitated a smoother transition. Leroux understood that sustaining change required ongoing engagement and alignment of individual and organizational objectives, highlighting the evolution of early lessons into mature practices that reinforced a change-ready culture (Palmer et al., 2008).

Implications for Change Implementation

Having this temporal perspective influences how change at Desjardins would be approached. Recognizing the progression from initial awareness to cultural embedding suggests that change efforts should be phased—initially focusing on communication and stakeholder involvement, followed by reinforcing structures that support sustained transformation. As an external change agent, developing tailored strategies that reflect this maturity ensures interventions are appropriate to the organization’s readiness and cultural context.

Change Images and Leroux’s Perspective

Palmer et al. (2008) describe six images of change, including the chaos, target, process, political, cultural, and trauma images. Monique Leroux primarily aligned with the cultural and process images, viewing change as an evolutionary process rooted in shared values and continuous development. Her leadership style demonstrated an understanding that change involves culture shifts and ongoing processes rather than quick fixes.

Over time, her focus seemed to shift from a process-oriented image to embracing cultural transformation, especially evident in her efforts to embed innovation and collaboration within Desjardins. Incorporating a cultural image helped her successfully foster an environment receptive to change but might have benefited from integrating a target image to establish clearer milestones and measurable objectives from the outset, ensuring alignment and momentum.

Internal and External Pressures for Change in 2012

In 2012, internal pressures at Desjardins included the need to remain competitive amidst evolving financial services markets, technological advancements, and a desire to enhance member engagement. External pressures encompassed regulatory changes, increased competition from fintech companies, and shifts in customer expectations. These external factors compelled Desjardins to innovate and adapt quickly to sustain its market position (Leroux, 2012).

Addressing these pressures necessitated a systemic diagnosis at the organizational level, examining interconnected elements such as leadership, culture, processes, and technology to identify leverage points for effective change initiatives. A comprehensive system diagnosis, such as the Burke-Litwin model, would provide a holistic understanding of how internal elements interact with external forces.

Implications for Change Managers and Resistance Strategies

According to Palmer et al. (2008), change managers at Desjardins need to exhibit adaptive leadership, foster open communication, and build trust to navigate resistance. Resistance manifested through complacency, fear of job loss, and skepticism about change outcomes (Oreg et al., 2011).

Managing resistance would require active listening, addressing concerns empathetically, and involving employees in decision-making processes. Implementing incremental change, demonstrating quick wins, and reinforcing the vision’s benefits are strategies that can mitigate resistance and build momentum.

Steps for an External Change Manager

If hired as an external change manager in 2012, I would undertake several strategic steps. First, conduct a detailed organizational diagnosis using tools like the Burke-Litwin model to understand systemic issues. Next, assess organizational culture, readiness, and stakeholder perceptions through surveys and interviews.

Subsequently, develop a clear change strategy aligned with business goals, emphasizing transparent communication and participative involvement. I would create early pilot projects to generate quick wins, thereby increasing employee confidence. Regular feedback loops would be established to adapt strategies dynamically. Training and coaching would support capacity building, while leadership development would ensure sustained commitment (Cameron & Green, 2015).

Throughout the process, managing resistance through engagement, education, and negotiation would be essential. Finally, I would embed change within the organizational fabric through policies, reward systems, and cultural initiatives, ensuring the change endures beyond the initial implementation phase.

Conclusion

Monique Leroux’s leadership at Desjardins exemplifies the necessity of applying structured change lessons, adaptive thinking, and cultural sensitivity. Understanding the evolution of her approach from 2008 to 2012 informs effective strategies for current and future change initiatives. As an external change manager, employing a systemic diagnosis, engaging stakeholders, and managing resistance proactively would facilitate sustainable transformation aligned with organizational goals.

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.
• Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. Journal of Organizational Change Management, 24(5), 651–690.
• Palmer, I., Dunford, R., & Akin, G. (2008). Managing organizational change: A multiple perspectives approach. McGraw-Hill Education.
• Leroux, M. (2012). Leadership and innovation in financial cooperatives. Desjardins Group Annual Report.
• Burke, W. W., & Litwin, G. H. (1992). A causal model of organizational performance and change. Journal of Management, 18(3), 523-545.
• Palmer, et al. (2008). Managing organizational change. SAGE Publications.
• Choi, S. (2013). Change management strategies: A literature review. Journal of Business and Management, 22(4), 105-118.
• Lewis, L. K. (2011). Organizational change: Creating change through strategic communication. John Wiley & Sons.
• Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual Review of Psychology, 50, 361-386.
• Burnes, B. (2017). Managing change: A strategic approach. Financial Times Publishing.