Critical Self-Analysis for Change Leadership in Organizations
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This report discusses personal experience and development process for being a potent change leader. It covers essential competencies, attitudes, understanding and values required for leading and managing strategic changes in organizations.
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0CRITICAL SELF-ANALYSIS CRITICAL SELF-ANALYSIS Name of the student: Name of the university: Author Note:
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1CRITICAL SELF-ANALYSIS Introduction: The aim of this report is to discuss the personal experience and development process for beinga potentchange leader.Asthe definition of change leadership denotes, it is the process of effective leadership that leads to successful as well as sustainable organisational development. Successful change leader knows the methods of creating and disseminating his vision and overcome all the resistance to the change and manage all the related conflicts for change. Change leadership is obtained by the ability of influencing and engaging others through the personal vision and advocacy (Coetsee and Flood 2017). It is the method of accessing resources and build a solid platform for the delayed change. Change leadership is the supporter of any kind of change required in an organisation and completing the change process smoothly without any adverse effect on the business of the organisation. In this report, I shall share my experiences, knowledge and thoughts that I have developed throughout the course. The SOC workshops, feedbacks from my peers, mentors and other work reports have helped me to develop my insight about my successful initiative to be a change leader. Successful change in the organisation has become one of the biggest problems in this fast-changingworld.Therearestrategies,toolsandtechniquestobringchangesinthe organisation theoretically but implementing those changes can lead to conflict and complete devastation. This is the reason why leadership takes care of this change by putting on the needed resources in their places and assessing the priority for the change management process. During this course, I have developed some essential traits and knowledge that have helped me to understand the demands of the current companies and identify where exactly the change is needed (Cialdini 2001). Through the discussion of the workshop, reading materials and other case studies, I have understood that change leadership needs 3 most common themes which
2CRITICAL SELF-ANALYSIS include communication, collaboration and commitment. Based on these three themes, the leadership develop another three competencies. These are initiation,strategiesand execution (Garvin, Edmondson and Gino 2008). Self-analysis on the basis of learning and feedback: In the workshop I have come across varioustheories, approaches and toolswhich the current organisation used for bringing change in the corporation without disturbing the actual framework or policies of the organisation. Due to globalisation the power distance among employeesandmanagerswhichusedtobemaintainedtraditionallyandsupportedthe hierarchical leadership has been abolished. Due to this fact the current business organisations are giving opportunities for the change leaders who are more versatile and support diversity. Eventually these leaders have motivational character that support them to be more relationship oriented rather than task oriented (Daubner and Priestland 2012). To gain the competitive advantage in a local or foreign market, the business organisations are trying to empower their work force so that the issues of demotivation and improvement do notemerge.Moreover, changing process is in the core of marketing of the business. Therefore, the companies are trying to gain competitive edge through organisational change in terms of change leadership. From the workshop discussions, case studies and theoretical frameworks I have gained knowledge about different leadership theories. These theories properly point out the factors which influence the capabilities and confidence of the leaders. I have gained knowledge about various leadership theories which includetraittheory, charismatic leadership theory, behavioural theoriestransformationalleadership,contingencyleadershipandtransactionalleadership theories. In every theory one thing is common for the leaders that they are the chief influencing factor for their employees the most important asset of an organisation (Ehrhart 2015). Different
3CRITICAL SELF-ANALYSIS leaders follow different theories or frameworks but their primaryaim remainto motivate the human resource and use them to fulfil objectives of the organisation. There are some critical competencies needed for leading and managing the strategic changes. In the workshop discussion I have identified thatto bea successful change leader there are some requirements which I need to follow and fulfil. In order to be persuasive that can help me to deleted changes I need to be confident to bring changes in the organisation and answer the stakeholders positively about the outcome of changes. For being an effective change leader, I need to be thorough and know all the possible outcomes of the change ideas. I need to develop understanding of every possible angle by taking the change into consideration. According to the theories of change leadership, communication plays a vital role. The leadership games support only when the leader communicate with all the associated members when implementing change. Otherwise there can be misunderstanding or wrong messages about the change can be conferred. In order to gain a positive outcome of change in the organisation, the leadership need to understand the criticality of this change and make sure that it causes no little disruption in the workplace. By going along with confidence, I, as a leader need to speak to the guidelines of changes and make sure that all happens as planned. This may include allowing the employees letting go or employing them into different departments or functionality. In that case, I may face resistance from the workforce but for the good of the company I need to remain unwavering in my execution of changes. As mentioned, before Imayface resistance from both the internal as well as external stakeholders therefore, I need to create compelling vision as well as rationally to engage them with the future. It is essential to assess the perceptions of the stakeholders about the need of the change in the organisation and the perfect approach need to be used for aligning them in the
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4CRITICAL SELF-ANALYSIS change process. In this aspect I need to follow processes of building awareness about the need of the organisation and areas that need special regard. Thus, I can share my opinions and thoughts to the stakeholders and gain their support for smooth running for change. From the wider reading of texts and case studies along with my own experience I have developed this inside that any organisation whenever feels any change to be happened, tends to resist it at its best (Beer, Eisenstat and Spector 1990). There are key elements based on which the organisational structure and Systems aredeveloped. Now the stakeholders from the higher authority to the lower see the change to be a threat for future. Therefore, I need to measure and build organisational capability and face the challenges. There is a relationship between authority, power and influence that lead strategic organisational change. As mentioned before with the Global changes, the business organisations are changing their views about the functionality of the leaders and their connection with the employees. They are moving forward for empowering the employees by treating them as their assets rather than liabilities. Change leadership therefore is a method of influencing human resource not buy incentives rewards or payments but showing them new process of thinking, working and acting. Thus, the Change management or leadership will get support for change implementation and measure the sustained behavioural change among the stakeholders. This reduces the threat of resistance in the change process. In gaining a complete understanding of my personal abilities, knowledge and thought process, I have shared mydaily experienceswith my friends,family and mentors. In order to become aneffectivechange leader, I have identified some unavoidable and essential attitudes, understanding and values which needed to be guided through workshops, mentoring and assessment.Fromtheworkshopdiscussions,textreferences,casestudiesandtheoretical
5CRITICAL SELF-ANALYSIS framework as well as insights from the wider readings, I have developed my own competencies, attributes and techniques of change leadership (Bridges 1986). The approaches and tools discussed during the SOC workshops, feedback from my peers, mentors and team members and my experience, I have found out some strengths and weaknesses within me which can either support or be the barrier for my personal development as change leader. To be a good leader, I need to have the interpersonal skills which can help me to understand things quite easily as well as identify the incidents through my analytical skills (Siu, Cheung and Lui 2015). I am capable of collecting and analysing critical information that can help me to make decisions in a right way. I am a good learner and quite flexible which is a positive aspect of my psychology. This leads me to understand any situation and adapt with it quite easily. As one of my weaknesses, I can refer to my stubbornness to complete a work perfectly for a long time and constantly doing it until it gets completed perfectly. In addition to this I am slightly intolerant about the arrogance showed before me by my subordinates. I cannot depend upon others to make a decision rather tend to manipulate the thoughts of the others and bring their decisions according to my preferences. Along with thefeedbacks received from the peers, mentors and work colleagues, I have understood the aspects of my behaviour and competency to become a change leader. However, to become an effective change leader, I ned to have a proper work review which I have assessed through 360-degree test.This 360-degree feedback test is particular meant for assessing the personal development. The feedback accumulated during this test helps the persons to judge self-awareness aspects in the individual level and provide information that becomes an integral part of personal development plan (Wang et al. 2014).360-degree feedback test is also known as multiratterfeedbackwherethepersonwhoisreferredassubjectgetallthefeedback
6CRITICAL SELF-ANALYSIS anonymously from people around him mainly associated with his work life. The people in search domain who rendered feedback for this individual include the managers, peers, customers and direct company reports. Based on these feedbacks, the capability and competency of the individual is evaluated. As the individual ratings or feedback collected from 7 to 12 people having different outlook and perception of the individual, it helps usually in the self-development process and self-Awareness of the subject. Through this test the levels of personality which was previously overlooked, can be explored and exposed with the perpetual blind spots (Wertalik and Kubina 2017). Through this test I have effectively identified several types of preferences and opportunities in one hand and developed processes for mitigating weaknesses of my personality. In the emotional intelligence aspect, the levels include managing oneself, motivating oneself having social skills managing emotions and self-awareness skills. I have scored more or less average in all the categories which means I need to work more on the self-awareness aspect so that I can manage myself in all the critical situations. I can manage emotions and try to mitigate the difficulties originated from the critical situations in the profession. As the leadership skills required emotional Intelligence and empathy for the subordinates, I know I shall be doing well through my effective social skills. This feedback based on 360-degree test has helped me in individual growth, feedback culture, planning, team effectiveness along with ability to convince the employees. Through knowing myself more than I used to I have identified all the subtle places which I need to work more on. in this feedback I am given and all-inclusive insight including my weaknesses as well as my strengths of personality (Favaro 2013). Through this I have also started to find out the Expectations of the others through their demonstrated behaviour. This will leverage my strengths in making Strategies for development plan. Based on the feedback I can uncover my blind spots
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7CRITICAL SELF-ANALYSIS which will help me to transfer my weaknesses into strengths. My own behaviours will now be checked and I will develop myself to be a perfect leader who will be capable to bring changes in every nook and corner of the organisation I will take all the challenges in the organisation and play a central role of my own development as well as of the others (Coetsee and Flood 2017). In case ofself-analysis in relation to specific change rolesin the organization I have found through appraisals reveal that I posses leading factors and influence others to bring changes. These also reveal that I have complete knowledge of the organisational process and ambition for acquiring power to guide my subordinates. Personal Action Plan Leadership goals Strategies for creating changeTimeDeveloped skills Enhancing communication ability Listeningtoothers with more attention Judgingpositionof the communicator Realizingthe expectation Beingtothepoint, within limited words Participatinginthe debateorgroup discussions Within a year Learningmethodtoexpress myself before audience
8CRITICAL SELF-ANALYSIS Maintaininga positive attitude Learning about organisational culture and the processof team building Readingthe businesscase studiesmore extensively Listentomore real-life examples forchange management Enhancingsocial skills Learning issues of discrimination and employee dissatisfaction. Six months Developingskillstoleadthe teamsanddelegatemy subordinates Fostering employees Encouraging employees by helping themwithmy personal resources Assistingteamsto achieveallthe 1 yearLearning to bonding with others rather than doing all by myself
9CRITICAL SELF-ANALYSIS objectives Conclusion: Therefore,itcanbeconcludedthat,criticalself-analysisisanimportantpartin developing oneself to be an effective leader aiming to bring changes in the organization. In this analysis process, the impact of tools, discussions, theories and feedback were vital. These have allowed me to look every aspect of personality which will lead me in the workplace eventually. By knowing myself I have developed the skill to learn the psychology of the others and reached to a perfect understanding of the organisational culture. I have attained a balanced view about my strength and weaknesses and initiated to act upon them.
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10CRITICAL SELF-ANALYSIS References: Beer, M., Eisenstat, R.A. and Spector, B., 1990. Why change programs don’t produce change. Bridges, W., 1986. Managing organizational transitions. Organizational dynamics. Cialdini, R.B., 2001. Harnessing the science of persuasion. Harvard Business Review, 79(9), pp.72-81. Coetsee, J. and Flood, P.C., 2017. 8 Leadership models: the future research agenda for HRM.A Research Agenda for Human Resource Management, p.130. Daubner, D. and Priestland, A., 2012. Walk slow to go fast. OD PRACTITIONER, 44(4), p.54. Dinh, J.E., Lord, R.G., Gardner, W.L., Meuser, J.D., Liden, R.C. and Hu, J., 2014. Leadership theoryandresearchinthenewmillennium:Currenttheoreticaltrendsandchanging perspectives.The Leadership Quarterly,25(1), pp.36-62. Ehrhart, M.G., 2015. Self-concept, implicit leadership theories, and follower preferences for leadership.Zeitschrift für Psychologie. Favaro,K.,2013.Howleadersmistakeexecutionforstrategy(andwhythatdamages both).Strategy+ Business. GalbRaith, J.R., 2014. Organizational design challenges resulting from big data. Garvin, D.A., Edmondson, A.C. and Gino, F., 2008. Is yours a learning organization?. Harvard business review, 86(3), p.109. Siu, O.L., Cheung, F. and Lui, S., 2015. Linking positive emotions to work well-being and turnover intention among Hong Kong police officers: The role of psychological capital.Journal of happiness studies,16(2), pp.367-380.
11CRITICAL SELF-ANALYSIS Wang, H., Sui, Y., Luthans, F., Wang, D. and Wu, Y., 2014. Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes.Journal of Organizational Behavior,35(1), pp.5-21.