Week Eight: Leadership And Management Of Change Discussion

Week Eight Leadership And Management Of Change Discussionreadch 16 L

The team has counseled the management of a very dysfunctional organization with the goal of providing the means to be very functional and smooth running but before they are on their own two more essential topics need to be discussed, and they are leadership and the management of which go hand in hand. Before the team moves into various styles leadership the managers need to be familiar with the essences of the Ohio State Studies and the University of Michigan Studies (Kreitner , 470-71). The team needs to discuss these studies with the management as they will give them an underpinning to understand the various theories of leadership.

At the forefront of leadership theories is the "Path Goal Theory" (474) and this theory should be explained to the management and what sort of leader behavior it does advocate. The team should include examples in its explanations. The team should discuss with the managers, "Laissez-Faire and Transformational Leadership," but suggest which style would be the best fit for this organization that is just becoming functional. An organization is organic, a living thing that must constantly adjust its changing internal and external environment, and change can be very stressful for those employees who are affected by it. Discuss with management the external forces that are forcing change on organizations; it is change or die.

The internal forces for change are primarily related to personal adjustments, the creation of stress, and why employees resist change should be discussed, particularly why they feel threatened. The team should give management some strategies to implement the change process. The managers should be familiar with organizational development (OD) and have a strategy to implement it. The team is ready to turn management loose to create a functional and dynamic organization; now it is up to them. Please be creative and discuss all aspects of this forum.

Paper For Above instruction

The transformation of organizational dysfunction into a well-functioning, dynamic entity requires a comprehensive understanding of foundational leadership theories and change management strategies. This paper explores the essential elements discussed in week eight’s leadership and management of change, focusing on leadership theories, particularly the Ohio State Studies and the University of Michigan Studies, as well as the Path Goal Theory, and strategies for managing organizational change effectively.

To comprehend effective leadership within organizations, it is crucial to analyze foundational studies like the Ohio State and Michigan studies. The Ohio State Studies, conducted in the 1950s, emphasized two primary leadership behaviors: consideration and initiating structure. Consideration pertains to the extent to which a leader shows concern for the well-being and human needs of subordinates, fostering a supportive environment. Initiating structure refers to the extent to which a leader defines and organizes work tasks, setting clear expectations and standards. These dimensions are pivotal, as they underpin many subsequent leadership theories. Similarly, the University of Michigan Studies focused on employee-centered versus job-centered leadership styles. Michigan's research indicated that employee-centered leaders, who focus on relationships and employee needs, tend to promote higher performance and satisfaction. Understanding these studies provides managers with insights into two vital leadership styles—people-oriented and task-oriented—and how they influence organizational effectiveness.

Building upon these foundational studies, the Path Goal Theory offers a dynamic approach to leadership by emphasizing the leader’s role in clearing paths for followers to achieve goals. This theory posits that effective leaders adapt their style based on employee characteristics and environmental contingencies, with behaviors such as directive, supportive, participative, and achievement-oriented leadership. For example, directive leadership is suitable when tasks are ambiguous or complex, offering clear guidance. Supportive leadership is beneficial when employees face stress or work in challenging circumstances, fostering morale and motivation. Participative leadership involves involving employees in decision-making processes, enhancing commitment and creativity. Achievement-oriented leadership encourages high standards and provides challenging goals to boost performance. This flexibility aligns well with organizations undergoing change, where leadership must support employees through uncertainty and stress.

Within the spectrum of leadership styles, laissez-faire and transformational leadership occupy distinct roles. Laissez-faire leadership, characterized by a hands-off approach, often results in lack of direction and accountability, which can be detrimental in a struggling organization. Conversely, transformational leadership inspires and motivates employees toward a shared vision, fostering innovation and commitment. For an organization just becoming functional, transformational leadership is generally more suitable. It helps instill a sense of purpose, builds trust, and encourages employee engagement, all vital for a nascent, evolving organization. Transformational leaders challenge the status quo, promote continuous improvement, and empower employees, thereby catalyzing organizational change and fostering a positive organizational climate.

External forces—such as technological advances, market competition, regulatory changes, and economic shifts—exert pressure on organizations to adapt constantly. These forces compel organizations to innovate or risk obsolescence—a concept captured by the phrase “change or die.” For instance, disruptive technologies like artificial intelligence compel companies to reevaluate processes and strategies rapidly. Failure to adapt to such external drivers can lead to decline or closure, underscoring the necessity for proactive change management.

Internal forces also influence organizational change. These include personal adjustments among employees, perceived threats to job security, and changes in organizational culture or structure. Resistance to change often stems from fear of the unknown, loss of control, or misunderstandings about the nature of the change. Employees may feel threatened by potential layoffs, altered roles, or increased workloads, which can manifest as active resistance or passive disengagement. Consequently, managing internal resistance becomes crucial in facilitating successful change initiatives.

Strategies to manage resistance include clear communication about the reasons for change, involving employees in the planning process, and providing support and training to ease transitions. Effective communication reduces uncertainty and builds trust, while participation fosters a sense of ownership among employees. Providing resources such as coaching, training, and counseling can mitigate stress and increase acceptance of change. Additionally, establishing short-term wins and recognizing contributions help motivate employees and reinforce positive outcomes, making the change process smoother.

Organizational Development (OD) offers a systematic approach to planned change, focusing on improving organizational effectiveness through interventions like team building, training, and process redesign. Implementing OD requires a strategic plan that involves diagnosing organizational needs, employing appropriate interventions, and evaluating outcomes. Leaders must foster a culture of continuous improvement, emphasizing learning, adaptability, and resilience. OD strategies help embed change into the organizational fabric, ensuring sustainability and ongoing development.

In conclusion, transforming a dysfunctional organization into a cohesive, high-performing entity demands comprehensive leadership knowledge and effective change management. By understanding foundational theories such as the Ohio State Studies, Michigan Studies, and the Path Goal Theory, leaders can adopt styles that best suit their organizational context. Embracing transformational leadership over laissez-faire approaches, and effectively managing external and internal forces through strategic communication, participation, and OD, will position organizations to thrive amidst constant environmental shifts. Leadership’s role is pivotal in navigating discomfort, fostering resilience, and inspiring collective effort toward shared goals in a dynamic world.

References

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