Please Refer To The Textbook; The Page Numbers She Uses Do N

Please Refer To Textbook The Page Numbers She Uses Do Not Match The

Please refer to textbook ( the page numbers she uses do not match the online textbook version so please find the correct pages, if help is need please let me know): Hayes: Norhouse: Introduction to the Activity Leaders are often focused on creating and achieving a vision. In fact, we could argue that a leader’s primary role within an organization is developing the vision and then motivating others to achieve that vision. Leaders must be strategic in their approach in order to set a direction, identify the necessary resources, effectively deploy these resources, and continually reiterate the urgency to achieve the vision. When done well, employees embrace the difficult changes required of them to play a role in the organization’s success.

Consider the Following: In this exercise, we are going to discuss and evaluate change leaders that you have observed within your organizational environments. Identify two change leaders who have introduced and led change in your organization. One should represent a successful change leader and the other should represent a less successful change leader. Assess their approach to change using Kotter’s checklist for leading change. Evaluate the effectiveness of this model as a determinant of successful change leadership.

Define how each of these leaders approached leadership: skill approach, style approach, or situation approach. Did their style affect their success? How well did each leader manage the personal transitions to increase their level of success? Based on these examples, construct an argument for the importance and value of the leader as a necessary change agent in the change process. [MO 3.1] Further Instructions for DF 4 Be sure you've done the reading assignment before crafting your answer to this and other questions. DF 4 can most likely be answered in words. You might want to write about your "good example" first, answering all the questions and then the "less successful example" next. Kotter's "checklist" for leading change refers to his fairly famous 8 steps: (1) establish a sense of urgency, (2) form a guiding coalition, (3) create a vision for change, (4) communicate the vision, (5) empower broad based actions, (6) create short term wins, (7) build on the change, and (8) anchor the changes in corporate culture. You can check out Kotter's website for more information if you want: As for the question regarding how each leader approaches leadership, you will find a lot of information on the skills approach, the style approach and the situational approach in Chapters 3, 4, and 5 of the Northouse text. You do not have to identify a specific theory within the approach but just comment in general about what approach you think the leaders followed. As always, be sure you answer all parts of the DF 4 question. I would structure it in 3 paragraphs; one describing the "good change leader" and answering the questions about that person, one doing the same for the "poor change leader" and then a concluding paragraph with your observations and conclusions about leaders as change agents.

Paper For Above instruction

This paper evaluates the role of leadership in managing organizational change, specifically through the lens of Kotter’s eight-step model for leading change. It begins with the identification of two organizational change leaders—one successful and one less successful—and an analysis of their approaches to change and leadership styles. The discussion underscores the importance of effective leadership as a critical driver of successful change initiatives in organizational settings.

Leadership is central to achieving organizational visions and facilitating change. According to Hayes (2018), a leader’s primary role is to develop and communicate a compelling vision that mobilizes members toward common goals. Leaders must be strategic, resourceful, and motivating, fostering an environment where employees willingly embrace change, despite its inherent challenges. Within this context, two change leaders from my organization exemplify divergent outcomes based on their approaches and styles.

The first leader, whom I consider successful, effectively applied Kotter’s eight steps. This leader began by establishing a sense of urgency through compelling data highlighting the need for change, which resonated with staff and generated motivation. They formed a guiding coalition comprising influential stakeholders and communicated a clear, inspiring vision aligned with organizational goals. Additionally, they empowered employees by delegating authority and providing necessary resources, which enabled broad-based action. Short-term wins were celebrated to maintain momentum, and built on these successes to sustain change. Finally, the leader anchored changes into the organizational culture, ensuring long-term sustainability. This approach demonstrated a transformational leadership style, emphasizing motivation, vision, and empowerment, consistent with Northouse’s (2021) discussion of transformational versus transactional leadership. Their competence in managing personal transitions—such as managing resistance and maintaining stakeholder engagement—further contributed to success.

In contrast, the less successful leader lacked a structured approach to change. They failed to articulate a compelling sense of urgency, often communicating vaguely or inconsistently. The guiding coalition was weak or absent, and the vision for change was unclear or ignored. As a result, employees were disengaged and resistant. This leader relied more on a directive, authoritative style of leadership, which alienated staff and stifled participation. Their poor management of personal transitions—such as handling resistance or fostering buy-in—led to stalled progress and change fatigue among staff. Unlike the successful leader, their approach was more transactional and less adaptable to changing circumstances, illustrating the importance of flexibility and emotional intelligence in effective change leadership.

These examples underscore the pivotal role of leaders as change agents. Effective change leadership involves strategic application of change management principles, utilizing models like Kotter’s to structure the process. Leaders who align their style and approach to organizational needs—adapting to situational demands—are more likely to succeed. The successful leader’s transformational style fostered trust and motivation, critical for navigating complex transitions. Conversely, a rigid, poorly articulated approach hampers progress and risks organizational stagnation. As Northouse (2021) emphasizes, leadership involves not only influencing others but also managing personal transitions, such as overcoming resistance and maintaining morale. Thus, leadership is an indispensable element in facilitating change, providing direction, and ensuring sustainability of organizational improvements.

References

• Hayes, J. (2018). The Theory and Practice of Change Management (5th ed.). Palgrave.
• Northouse, P. G. (2021). Leadership: Theory and Practice (8th ed.). Sage Publications.
• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.
• Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change (10th ed.). Cengage Learning.
• Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage Publications.
• Appelbaum, S. H., et al. (2012). “The impact of transformational leadership on organizational change,” Journal of Change Management, 12(4), 220-234.
• Kotter, J. P. (2007). The Heart of Change: Real-Life Stories of How People Change Their Organizations. Harvard Business School Publishing.
• Gill, R. (2011). Theory and Practice of Leadership. Sage Publications.