Ways To Lead In An Era Of Constant Change
From The Video 5 Ways To Lead In An Era Of Constant Change And You
From the video, "5 ways to lead in an era of constant change," and your readings this week, respond to the following: How would you describe the importance of putting people first in the transformation process for organizational change? Describe the role of inclusive leadership when building a guiding coalition for successful organizational transformation. ( Note : refer to Ch. 2 if you need to refresh your memory on guiding coalition)
Paper For Above instruction
In the context of organizational change, emphasizing the importance of putting people first is fundamental to ensuring a successful transformation. Organizational change is inherently disruptive, often introducing uncertainty and resistance among employees. Therefore, prioritizing people—addressing their concerns, fostering their commitment, and engaging them actively—creates a foundation of trust and motivation that facilitates smoother implementation of change initiatives. This approach aligns with the human-centric leadership models emphasized in modern management practices, which argue that organizations are most successful when they invest in their human capital (Kotter, 1995).
Putting people first means recognizing that employees are not just recipients of change but active participants whose engagement determines the success of the transformation. Leaders who prioritize communication, transparency, and inclusion tend to foster a positive organizational culture that supports resilience and adaptation. When employees feel valued and involved, they are more likely to embrace change rather than resist it. Moreover, offering support such as training, counseling, and continual feedback addresses individual needs, reducing anxiety and ambiguity associated with change processes (Hiatt, 2006).
The role of inclusive leadership becomes critical when building a guiding coalition for organizational transformation. An inclusive leader actively seeks diverse perspectives, encourages participation from various organizational levels, and creates an environment of trust and psychological safety. Such leaders understand that building a coalition for change is not merely about assembling a top-down managerial team but about creating a diverse group that embodies different backgrounds, skills, and viewpoints. This diversity ensures a more comprehensive understanding of the change's impacts and fosters innovative solutions (Kotter, 1998).
According to Kotter (1995), a guiding coalition is a group with enough power and influence to lead change efforts and persuade others to follow. Inclusive leadership enhances the effectiveness of this coalition by promoting shared ownership and collective commitment, which are essential for overcoming resistance and sustaining momentum. Inclusive leaders facilitate open dialogue, listen empathetically, and actively involve coalition members in decision-making processes. This participative approach strengthens the coalition’s cohesion and resilience, making the vision for change more compelling and widely accepted (Nembhard & Edmondson, 2006).
Furthermore, inclusive leadership helps break down silos, ensuring that voices from different departments, levels, and backgrounds are heard and considered. This collaborative approach fosters a sense of belonging and shared purpose, critical for mobilizing organizational members toward common goals. When leaders demonstrate inclusivity, they model the behaviors needed to cultivate a culture of trust and collaboration, which are vital during periods of significant change (Ely, Ibarra, & Kolb, 2011).
In summary, placing people at the core of organizational change enhances adaptability, commitment, and resilience. Inclusive leadership plays a pivotal role by enabling the construction of a diverse and engaged guiding coalition capable of steering the organization through turbulent times. Effective change management, therefore, hinges on leaders' ability to foster inclusivity, build trust, and empower employees at every level of the organization.
References
Ely, R., Ibarra, H., & Kolb, D. M. (2011). Taking Diversity and Inclusion to the Next Level — From Soft Factors to Business Challenges. Harvard Business Review, 89(11), 121–127.
Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government and Our Community. Prosci Research.
Kotter, J. P. (1995). Leading Change. Harvard Business School Press.
Kotter, J. P. (1998). How to Lead Change When Business Is Good. Harvard Business Review, 76(2), 58–67.
Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts. Journal of Organizational Behavior, 27(7), 941–966.