BMGT7006 Advanced Change Management: Critical Review Report

This report presents a critical review of Roger Gill's article, "Change management – or change leadership?" The review analyzes Gill's central argument that effective leadership is crucial for successful change management, proposing an integrative model based on spiritual, cognitive, behavioral, and emotional dimensions. The report summarizes the article's background, claims, and the author's expertise, highlighting the importance of the subject in the context of rapidly changing organizational environments. It critiques the study's methodology, arguments, and the proposed transformational leadership model, evaluating its strengths and limitations, including the lack of quantitative input and limited focus on women leadership. The review concludes by assessing the author's success in evaluating leadership's significance in change management and the implications of the proposed model, while also noting areas where the analysis could be strengthened, such as further exploration of women leadership.

Running head: CRITICAL REVIEW REPORT
CRITICAL REVIEW REPORT
Name of the Student
Name of the University
Author Note

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Table of Contents
Introduction......................................................................................................................................2
Background of the Article...........................................................................................................2
Article Claim...............................................................................................................................2
Purpose in currency and importance............................................................................................2
Author expertise...........................................................................................................................2
Thesis statement...........................................................................................................................3
Critique on the Article.....................................................................................................................3
Summary......................................................................................................................................3
Critique........................................................................................................................................4
Conclusion.......................................................................................................................................6
References........................................................................................................................................8

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Introduction
Background of the Article
The report is a critical review and analysis of an article on change management or change
leadership. The name of the article is “Change management – or change leadership?”. The
author of the article is Roger Gill (2003). The main focus of the article is towards finding the
relationships that exist between change management and leadership.
Article Claim
The main claim of the article is that while change management is very important for
organizations across the corporate world. It is very important that change is initiated, managed
and controlled through the development of effective leadership. The author proposes an
integrative model of effective leadership concerning change that can be sustained. The proposed
change model through effective leadership focuses on the important aspects of spiritual,
cognitive, behavioral and emotional dimensions. The model also consists of values, visions,
empowerment, strategies, inspiration and motivation. This model is claimed to be effective in
terms of managing change across organizations.
Purpose in currency and importance
The author has brought forward some important information through the study. The
current corporate environment is being affected by various changes. The article is focused
towards both evaluating the change processes that are taking place, including changing
operational environments and the leadership dimensions that tend to affect change management
across organizations. As argued by the author change has always faced resistance and lack of
commitment. This is a major threat to organizations that are currently engaged in the various
corporate sectors across the world. The currency of the article is determined by the fact that it
focuses on some of the important issues that organizations presently face due to the old practices
of change management that are in place. The subject is always important in view of the rapidly
changing organizational environments.
Author expertise
The author has significant expertise in the subject matter. Roger Gill is the director of the
research center for leadership studies at the University Of Strathclyde Graduate School Of
Business. He is the former professor of Human Resources and Organizational Behavior. At the

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same time, he was the director of Executive development programs. He has various academic
appointments in the USA and UK. Additionally, he has worked as a management consultant in
Southeast Asia and the Middle East.
Thesis statement
The thesis statement of the article is that change must be well managed and also requires
effective leadership to the introduced and sustained successfully.
Critique on the Article
Summary
The research was conducted for understanding what type of leadership is best suited to
manage change across various organizations. The background of the research is quite large as it
encompasses the prospects of understanding the best suited leadership type in organizations for
managing change and the change management as a process in entirety. The article focuses on the
problem that change management is still done in many organizations using the old and traditional
change management techniques that are not optimized as per the required leadership capabilities.
The article was produced to understand contemporary change management in the context of
leadership.
The research question was how change is mismanaged in organizations and how it can be
managed well through proper leadership. In regards to the same qualitative methodology is given
more prominence in the research. Qualitative methodology has helped in making the research
more effective in terms of the presentation of the correct and relevant data. Pervious literatures
that have gathered quantitative have been utilized in the study. At the same time the author has
utilized the relevant literatures that have analyzed change management to develop the study
further.
The hypothesis of the study is that management is necessary however never sufficient.
Additionally, it is hypothesized that leadership is about showing the path to use personal power
to win. The author relies on the facts that prove the effectiveness of leadership towards ensuring
the motivational factors associated with the employees during times of change. At the same time
facts are derived from relevant literatures to further enhance the effectiveness of the study. The

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study has relied on both previous qualitative and quantitative works. The study also relies on the
fact that focus on alignment of individual and organizational goals during change.
It was found that transformational leadership model that was proposed by the author has
been successfully utilized by organizations to manage change much better. The model that was
found to be very effective in terms of leading change management comprised of vision, values
and culture strategy, empowerment and motivation and inspiration. The model was found to be
very effectively implemented across a manufacturing organization, a private mental health
organization, a defense agency in the public sector, two universities, a charity center for youth
and top management teams of two large universities. Management in transformational leadership
setup was found to be based on the values of love, courage, hope, compassion, service and
listening. The findings were very important in view of the study of change management. Moving
forward the recommendations were effective in terms of better understanding change from the
perspectives of leadership. The recommendations as provided in the article are that the customer
services are not appropriate. In this case the recommendation was to utilize a more effective
customer feedback method to gain customer feedback. At the same time utilization of customer
service aspects such as the courtesy, timeliness and consistency were recommended. At the same
time the establishment of a more effective HR system was focused in the recommendations
(Banks et al., 2016). Staffs were found to be very important for the organization in terms of the
development to be achieved during change. The results of the study are supported greatly by the
recommendations. They provide the framework that is essential for the development of
transformational leadership.
The implications pointed towards the fact that leadership was the best suited method for
improving the performance value during and after change takes place. The implications further
suggested that leadership along with high levels of employee engagement, motivation and
technological development can help the employees to achieve higher levels of productivity for
the organization. Change was found to be most importantly affected by leadership.
Critique
The arguments that have been put forward in the study have helped to understand change
management from the perspective of effective leadership. The most important arguments that
were put forward through the study were connected with the effective engagement of leadership

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with the change management processes in various organizations. The explicit dimensions that
were found to greatly affected change can be listed. The dimensions are intellectual and
cognitive, the spiritual dimension and the meaning of leadership, the emotional dimension and
the feeling that is brought through effective leadership and the behavioral dimensions and
requirements for leadership. Subsequently, the leadership model was proposed consisting of the
following elements. They were vision, values and culture strategy, empowerment and motivation
and inspiration. The intrinsic understanding of the article points towards the mental and physical
factors that affect the employees during times of change. Leadership is the only intrinsic factor
that can be used best to manage the issues that affect the employees in times of change. The
proposed model focuses on the values that are important in terms of change management. At the
same time it can be seen that the change aspects can be very well managed through the
development of better leadership. It is important to understand that change is inevitable.
Moreover, there is the need to develop better strategies that can help organizations to maintain
better change management standards.
The arguments have been well balanced to provide a complete picture of leadership in the
context of change management. In the majority of the study, the arguments have been well
balanced with the evidences that have been provided. The idea that transformational leadership
needs to become a part of the corporate culture in order to add further value to the development
of employees is effectively balanced with the argument in favor of the motivational needs of the
employees (Carleton, Barling & Trivisonno, 2018). The arguments in favor of the motivational
needs of the employees have been very well presented. The factors affecting transformational
leadership have been put against the issues that are present within the HR systems of the
organization. All the arguments are presented effectively in the backdrop of the change
management factors at various organizations. It is important to note that the arguments have been
based primarily on the working of and the various aspects that affect the leadership functions of
the organization. It is important to understand that the dimensions of change as listed in the study
have been well balanced with the model of change that has been proposed.
There are no claims that seem to be unusual or extraordinary. The relationship of change
management with leadership has been very well established. It is important to state that the study
very effectively argues change management and the various intrinsic aspects that are connected

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with it. The arguments have been clearly represented and the relationship with the change factors
with the model of change management has been very effectively presented.
The arguments were presented without much quantitative input. The arguments could
have been made much stronger through the usage of quantitative input. This could have made the
arguments more relevant and factually based. This has made the arguments quite difficult to
comprehend. Another major limitation has been the fact that the study refers to the HR software
that is to be utilized in limited form. The evidences that were presented in the study were
consistent with the information that was provided. It is important to note however, that the
relationship between the HR management at and transformational leadership aspects could have
been evaluated a bit further to gain essential insights. However, despite the shortcomings the
evidences were vast insightful and noble.
There are some questions that remain unanswered in the work. This is especially in
regards to the development of women leadership and the various aspects that contribute towards
the same. It is important to understand that this particular area of the article needed to be
analyzed even further.
Conclusion
The purpose of the article was to evaluate the significance of leadership in the context of
change management. Additionally, the article was focused towards both evaluating the change
processes that are taking place, including process of change and the development of more ethical
forms of employee engagement among the various organizations.
In regards to the success of the author it can be said that the author has been very
effective in evaluating and analyzing the prospects of leadership in the context of change
management. The model provided has been effective in terms of adding value to the entire study.
The author has brought forward some very important implications concerning the effectiveness
of transformational leadership in regards to the management of change. However, the author was
unable to evaluate the prospects of women leadership any further. This is important as this has
made the article slightly out of balance. The article has however been very successful in the
development of transformational leadership as a means of gaining greater organizational
productivity.

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It can be restated that in most cases, the arguments have been well balanced with the
evidences that have been provided. Transformational leadership needs to become a part of the
corporate culture in order to add further value to the development of employees is effectively
balanced with the argument in favor of the motivational needs of the employees. However, the
article only in parts refers to women leadership or women empowerment. The factors affecting
transformational leadership have been put against the issues that are present within the HR
systems of the organization. All the arguments are presented effectively in the backdrop of the
operations at
The article becomes very important indeed as all the claims have been validated through
the references of important previous literatures on the same subject matter. The arguments that
were made in favor of leadership in change management show that it is indeed very important to
understand the extrinsic and intrinsic dimensions that are associated with change management.

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References
Banks, G. C., McCauley, K. D., Gardner, W. L., & Guler, C. E. (2016). A meta-analytic review
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Betancourt, J. R., Tan-McGrory, A., Kenst, K. S., Phan, T. H., & Lopez, L. (2017).
Organizational change management for health equity: perspectives from the Disparities
Leadership Program. Health Affairs, 36(6), 1095-1101.
Cai, W. J., Loon, M., & Wong, P. H. K. (2018). Leadership, trust in management and acceptance
of change in Hong Kong’s Civil Service Bureau. Journal of Organizational Change
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Cameron, E., & Green, M. (2019). Making sense of change management: A complete guide to
the models, tools and techniques of organizational change. Kogan Page Publishers.
Carleton, E. L., Barling, J., & Trivisonno, M. (2018). Leaders’ trait mindfulness and
transformational leadership: The mediating roles of leaders’ positive affect and leadership
self-efficacy. Canadian Journal of Behavioural Science/Revue canadienne des sciences
du comportement, 50(3), 185.
Cummings, S., Bridgman, T., & Brown, K. G. (2016). Unfreezing change as three steps:
Rethinking Kurt Lewin’s legacy for change management. Human relations, 69(1), 33-60.
Dhir, S. (2019). The changing nature of work, leadership, and organizational culture in future
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Organizational Behavior, Innovation, Change Management, Human Resources, VUCA.
Doppelt, B. (2017). Leading change toward sustainability: A change-management guide for
business, government and civil society. Routledge.
Gernhardt, B., Vogel, T., Givehchi, M., Wang, L., & Hemmje, M. (2016, June). Knowledge-
based production planning within the reference planning process supporting
manufacturing change management. In ASME 2016 11th International Manufacturing
Science and Engineering Conference. American Society of Mechanical Engineers Digital
Collection.

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Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2018). Do ethical, authentic, and
servant leadership explain variance above and beyond transformational leadership? A
meta-analysis. Journal of Management, 44(2), 501-529.
Morin, A. J., Meyer, J. P., Bélanger, É., Boudrias, J. S., Gagné, M., & Parker, P. D. (2016).
Longitudinal associations between employees’ beliefs about the quality of the change
management process, affective commitment to change and psychological
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