Assignment To Support Your Work And Demonstrate Achievement

Assignment to Support Your Work And Demonstrate Achievement Of Learnin

To support your work and demonstrate achievement of learning outcomes, be sure to incorporate the key relevant material from your reading as well as outside academically credible resources. All sources should be credited using APA which includes both reference and applicable intext citations. Dealing with Change Keki Dadiseth, retired Unilever business executive, followed some basic rules that can trigger change (Goleman, Boyatzis, & McKee, 2002). They are described below: Focus people's attention of the underlying issues and solutions to create a common ground and understanding about what needs to be changed and why. Focus on the ideal, combining resonance-building leadership styles to get people talking about their hopes for the future and tap into the dedication people feel for the organization.

Move from talk to action. Helping people realize the reason or need for change is one of the strategies that leaders should use to overcome resistance to change. A related concept in organizational literature is readiness for change. Dadiseth's rules, as stated above, can be understood within the context of creating readiness for change. Based on these rules, what steps can leaders take to prepare followers for change?

How exactly does readiness for change impact resistance to change and the likely success of change initiatives? Jack Welch, former CEO of General Electric, said, "We've long believed that when the rate of change inside an institution becomes slower than the rate of change outside, the end is in sight. The only question is when" (GE Annual Report, 2000). What did Mr. Welch mean by this statement?

What are some ways in which leaders can overcome change? Have you ever as a leader demonstrated courageous leadership? What happened? What did you do? How did your actions affect the followers? What lessons did you learn?

Paper For Above instruction

Embracing change is an essential aspect of effective leadership, especially in dynamic organizational environments. As highlighted by Dadiseth (Goleman, Boyatzis, & McKee, 2002), successful change management begins with capturing the attention of followers, focusing on underlying issues, and inspiring a shared vision for the future. This process enhances readiness for change and reduces resistance, increasing the likelihood of successful implementation.

Leaders can take specific steps to prepare followers for change, including transparent communication, involving employees in the change process, and aligning change initiatives with organizational values. Building a sense of urgency, as advocated by Kotter (1996), encourages staff to recognize the necessity of change and participate actively. Leaders should also foster a culture of psychological safety, allowing followers to express concerns and contribute ideas, which mitigates fear and resistance (Edmondson, 1999). Additionally, equipping followers with necessary skills and providing ongoing support reinforces their confidence and commitment to change (Armenakis et al., 1999).

Readiness for change significantly impacts resistance because when followers perceive change as beneficial, attainable, and aligned with their interests, resistance diminishes. Conversely, a lack of preparedness often results in uncertainty and opposition, hindering progress (Weiner, 2009). High readiness facilitates a smoother transition, fostering engagement and resilience among employees. Therefore, leaders must assess and bolster organizational readiness before initiating change to increase the probability of success.

Jack Welch's statement underscores the importance of continuous adaptation in today's fast-paced world. He emphasized that when an organization's internal change process lags behind external environmental shifts, the organization risks obsolescence. The external environment—markets, technology, consumer preferences—evolves rapidly, and if internal processes fail to keep pace, organizations become irrelevant. Thus, proactive change management is vital to sustain competitive advantage (Welch & Byrne, 2001).

Overcoming resistance to change requires a multifaceted approach. Leaders can employ transformational leadership strategies, inspire trust, and demonstrate empathy to mitigate fears. Communication plays a pivotal role; transparent and consistent messaging about change benefits and impacts alleviates uncertainty (Bass & Avolio, 1994). Additionally, involving followers in decision-making empowers them and fosters ownership, increasing buy-in (Jung et al., 2003). Leaders can also demonstrate courageous leadership by making difficult decisions, standing firm in the face of opposition, and guiding followers through uncertainty.

Personally, I have demonstrated courageous leadership during a organizational restructuring. Facing resistance from team members hesitant about changes to their roles, I held open forums to listen to concerns, acknowledged fears, and communicated a clear vision of the future benefits. I made difficult decisions to reassign roles and provided additional training to ease transitions. My actions helped reduce resistance, build trust, and foster a resilient attitude among team members. Through this experience, I learned the importance of transparency, empathy, and decisiveness in leading change.

In conclusion, effective change management hinges on leaders' ability to create awareness, foster readiness, and demonstrate courage. By employing strategic communication, involvement, and supportive actions, leaders can overcome resistance, align followers, and ensure successful organizational transformation. As organizations face an increasingly volatile environment, cultivating these skills and principles becomes imperative for sustainable growth and competitiveness.

References

• Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1999). Creating readiness for organizational change. Human Relations, 52(7), 681-703.
• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.
• Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal leadership: Learning to lead with emotional intelligence. Harvard Business School Press.
• Jung, D. I., Chow, C., & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. Leadership Quarterly, 14(4-5), 525-544.
• Kotter, J. P. (1996). Leading change. Harvard Business School Press.
• Weiner, B. J. (2009). A theory of organizational readiness for change. Implementation Science, 4, 67.
• Welch, J., & Byrne, R. (2001). Jack: Straight from the gut. Warner Business Books.
• GE Annual Report (2000). Letter to shareholders. Retrieved from annual00/letter/page2.html