This report analyses the interview with a leader and identifies the change that the leader initiated as well as the significant effects that came along with the change. Learn about the roles of a leader in implementing organisational change and the connection between leadership and change.
Contribute Materials
Your contribution can guide someone’s learning journey. Share your
documents today.
LEADERSHIP RESPONSIBILITY AND CHANGE1 LEADERSHIP RESPONSIBILITY AND CHANGE Student’s Name Professor’s Name Institution Course Student’s ID Date
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
LEADERSHIP RESPONSIBILITY AND CHANGE2 Table of Contents 1.INTRODUCTION…………………………………………………………….4 2.CHANGE LEADER ROLES…………………………………………………4 2.1Description of the changing context(s)………………………………..4 2.2Description of the analysis of change leadership roles undertaken…5 3.CHANGE LEADER EFFECTIVENESS………………………………….…5 3.1Analysis of competencies demonstrated by the change leader………5 3.2Assessment of change leader effectiveness……………………………6 4.LESSONS LEARNED FROM THE INTERVIEW…………………………7 4.1What have you learned from the interview?........................................7 4.2 How will you apply the lessons learned in the context of your academic studies or your work?..................................................7 5.CONCLUSION…………………………………………….………………….7 References………………………………………………………….…………………..9
LEADERSHIP RESPONSIBILITY AND CHANGE3 EXECUTIVE SUMMARY Leadership and change go hand in hand, and this is because of the essential roles that leaders play. An effective leader leads the company to changes that are beneficial to the entire company. A leader who has a vision for his or her organisation makes sure that changes that suit the business atmosphere are made at the right time to make sure that the organisation gains the competitive edge. It is essential to realise that change has two potential effects on the progress of the specific organisation. The first effect is positive and the second effect is negative. The report will be analysing and reflecting on an interview that was conducted with a leader. The main aim of the report is to analyse the interview and to identify the change that the leader initiated as well as the significant effects that came along with the change.
LEADERSHIP RESPONSIBILITY AND CHANGE4 1.INTRODUCTION The growth and stagnation of any given organisation are associated with the leader in place. It is the responsibility of a leader to identify the need for change and to take the appropriate action later to implement the change. Sandra Crous is the CEO of London College of International Business Studies. As a leader, she is obligated to making sure that change that is essential to the growth of the company is realised. Her interview will give an insight into the roles of a leader in implementing organisational change, and at the same time, it will offer some lessons on the connection between leadership and change. 2.CHANGE LEADER ROLES 2.1Description of the changing context(s) The main change that is evident in the case that has been provided is changing from a business model to a model that looks more into the well-being and interests of the students and the employees. Crous being the CEO is therefore considered to be one of the significant persons in making sure that the organisation realises the change and implements it to the letter. Change is an initiative that is looked from up going downwards, and this is because the change of an organisation begins at the top(Anderson and Anderson, 2010). Irrespective of the passion for changing and the zeal to transform, the minor employees have no jurisdiction to implement change and this is because of the significant roles that are played by leaders in the organisation (Burnes, Hughes, and By, 2018). The changing context has helped to demonstrate the essentiality of leaders in an organisation. The reason behind it is because the strategies that foster the implementation of the change are only taken from the top thus making Crous the person with the final word in making the organisational change a reality.
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
LEADERSHIP RESPONSIBILITY AND CHANGE5 2.2Description of the analysis of change leadership roles undertaken Crous took a different change leadership strategy which was essential in the process of ushering in a change in the organisation. The first role was the identification of the need to change(Halkias, Santora, Harkiolakis, and Thurman, 2017). A leader has a significant role in the implementation of change, and if he or she fails to implement the role, the organisation is likely to suffer. It is imperative to note that the main role of the leader is to make sure that an organisation is successful(Herold, Fedor, Caldwell, and Liu, 2008). Considering the rate at which the business world is transforming, there is a dire need for the leader to be equipped with the knowledge to identify the areas that need change. It is at this point that a leader is obligated to identify a change in an organisation or the market. When a leader fails to identify the areas for change and the need to usher in change, an organisation is likely to stay in one position for a long time. The second role of a leader is to identify the specific changes that need to be implemented. It is essential to note the difference between identifying the need for change and identifying the change that ought to be made. The decision on the specific changes that ought to be made is dictated by two factors(Hailey, 2013). The first factor is the business environment and the second factor is the goals of the company. The third role that has been demonstrated by Crous is the selection of the most effective changes. Among the changes that a leader might identify, not all might be effective, and this is where the leader is called to be smart and to make decisions that will have positive impacts on the company. 3.CHANGE LEADER EFFECTIVENESS 3.1Analysis of competencies demonstrated by the change leader
LEADERSHIP RESPONSIBILITY AND CHANGE6 The leader has demonstrated to be an effective communicator, decision maker, and an intelligent leader. The communication aspect is demonstrated when a leader is able to communicate the change with the people who are supposed to implement it(Caulfield and Senger, 2017). It is essential to note that even though a leader has a higher obligation of coming up with the change, the leader is not in a position to implement the change alone. It is at this point that communication plays an essential role. The intelligence competence has been demonstrated by Crous because she identified the need to make the change. An intelligent leader does not wait for things to get worse to make changes but he or she is supposed to make sure that a change is made before the effects of not making it can start harming the organisation(Wagner et al. 2012). The competency of decision making is evident in the case of Crous. A good decision maker is known after making decisions that add the value or to the success of a company. Change is not only supposed to come and change the operations of a company, but it is also supposed to come in place to transform things for the better(Wagner, 2016). It is for this reason that a good decision maker is known when the change that is implemented helps an organisation to realise its goals. 3.2Assessment of change leader effectiveness The effectiveness of a change in a company is only seen in the results that are attained after the implementation of the strategy(Ganz, 2010). In this case, the effectiveness of Crous as far as the changes that she made are concerned is evident in the results that the company attained after the implementation of the changes. The changes that were implemented had different effects on the customers and the employees(Beliveau et al. 2015). The goals of the employees were met, and the level of customer satisfaction was boosted. It is therefore evident that the
LEADERSHIP RESPONSIBILITY AND CHANGE7 change affected the essential stakeholders positively and therefore, the effectiveness of the changes cannot be doubted. 4.LESSONS LEARNED FROM THE INTERVIEW 4.1What have you learned from the interview? I learned different lessons from the interview, and they ranged from the significance of having a change leader to the need for an organisation to identify and implement change. I learned that it is hard for an organisation to thrive with a leader who is not cautious about the changes that need to be done. The reason for stating so is because I realised that if a leader cannot make changes in a company, the company might fail to grow. 4.2How will you apply the lessons learned in the context of your academic studies or your work? The lessons that I learned can be applied in academic life as well as work life. The reason behind it is because each of the fields needs change when things fail to work. From the perspective of the life of the school, I will apply the lessons by approaching my school work from a different perspective. I will use the lessons to identify the areas that I need to change in the courses that I do not perform well. After identifying the areas, I will look for the most suitable changes and later implement them. When it comes to working, I will replace all the strategies that have failed to work and make sure their replacements are aligned with the vision and goals of the company. 5.CONCLUSION
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
LEADERSHIP RESPONSIBILITY AND CHANGE8 Without fear of doubt, it is evident that change is essential in any context. The interview with Crous demonstrated that there is a need for a leader to understand the business environment and to identify the changes that are supposed to be adopted. However, there is a need to make sure that the effectiveness of the changes is not compromised. Any change that a leader chooses to utilise must have positive effects for the company.
LEADERSHIP RESPONSIBILITY AND CHANGE9 References Anderson, D. and Anderson, L.A., 2010.Beyond change management: How to achieve breakthrough results through conscious change leadership(Vol. 36). John Wiley & Sons. Beliveau, M.E., Warnes, C.A., Harrington, R.A., Nishimura, R.A., O'Gara, P.T., Sibley, J.B. and Oetgen, W.J., 2015. Organizational change, leadership, and the transformation of continuing professional development: Lessons learned from the American College of Cardiology.Journal of Continuing Education in the Health Professions,35(3), pp.201-210. Burnes, B., Hughes, M. and By, R.T., 2018. Reimagining organisational change leadership.Leadership,14(2), pp.141-158. Caulfield, J.L. and Senger, A., 2017. Perception is reality: change leadership and work engagement.Leadership & Organization Development Journal,38(7), pp.927-945. Ganz, M., 2010. Leading change: Leadership, organization, and social movements.Handbook of leadership theory and practice,19. Halkias, D., Santora, J.C., Harkiolakis, N. and Thurman, P.W. eds., 2017.Leadership and change management: A cross-cultural perspective. Taylor & Francis. Hailey, J., 2013.Managing for change: leadership, strategy, and management in Asian NGOs. Routledge. Herold, D.M., Fedor, D.B., Caldwell, S. and Liu, Y., 2008. The effects of transformational and change leadership on employees' commitment to a change: A multilevel study.Journal of applied psychology,93(2), p.346.
LEADERSHIP RESPONSIBILITY AND CHANGE10 Wagner, W.E., 2016.Leadership for a better world: Understanding the social change model of leadership development. John Wiley & Sons. Wagner, T., Kegan, R., Lahey, L.L., Lemons, R.W., Garnier, J., Helsing, D., Howell, A. and Rasmussen, H.T., 2012.Change leadership: A practical guide to transforming our schools. John Wiley & Sons.