A Report on Change Leadership and Accountability Model Analysis

This report delves into the concepts of change leadership and the change leader accountability model. It examines the significance of personal mastery in driving organizational change, emphasizing the interconnection between individual and collective efforts. The report analyzes the tensions within an organization, specifically focusing on the interplay between individual mindsets and team dynamics. It explores how these tensions impact team performance and the achievement of common goals. The report highlights the importance of change leadership styles in overcoming these challenges. The report discusses the change leader accountability model which integrates personal mastery and organizational change and also the importance of personal mastery in achieving organizational change. The report concludes by emphasizing the importance of personal development for effective organizational transformation, referencing key models and frameworks to support its arguments.

Running head: CHANGE LEADER
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Name of Student
Name of the University
Author Note

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Table of Contents
Introduction......................................................................................................................................2
Discussion........................................................................................................................................2
Conclusion.......................................................................................................................................4
References........................................................................................................................................5

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Introduction
A change leadership refers to the ability of a person to motivate and influence others
through sharing the vision and by providing the employees necessary access to all resources that
are required for carrying out the change. According to Peter Senge and Holland, a change leader
is a person who continuously lives in a creative tension between the present reality and the
organizational vision. Personal mastery according to Peter Senge refers to the ability of an
individual to learn and it includes a set of practices and principles that helps then to learn. The
change leader accountability model discusses about the interconnection between personal change
that is possible through personal mastery and organizational change1. It is further based on the
concept that organizational change is dependent upon individual change. The main aim of the
paper is to identify that intersection in our organization in which there exists highest level of
tension and for identification of the same the Holland’s types of tensions will be studied. The
paper will therefore discuss about the highest degree of tension at the intersection point and
recommend a leadership model for demonstrating the potential leverage.
Discussion
According to the change laeder accountability model, a change laeder is aperson who is
respomsiblea nd accountable for alookinhg after all the dimensions for acrrying out
tarnsforamtional chjnage in the oragnization. On the X axis of the change laeder accountability
model lies the internal and external factors and on the Y axis existys the collective and individual
factors. The quadrant representing the mindsey includes the values, beliefs and commitment
1 Anderson, Dean, and Linda Ackerman Anderson. Beyond change management: How to achieve breakthrough results through
conscious change leadership. John Wiley & Sons, 2010.

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level. Behaviour quadrant includes the skills, work styles, behaviours and action2. The cultural
quadrant includes- all the norms and the system quadrants include the systems, structures and
business processes. in our organization, the tension exists in the Mind-set and team because the
mind-set of the individuals sometimes does not match with that of the team and as a result
various conflicts arises and the vision of the change leader in that case is to achieve team work
however he may have to face group think because of different mind-set of people. According to
Holland, in order to achieve improved team performance and for achievement of a common
goals, the tension may exist at different scales. The individual scale tension requires individuals
within the team to carry out personal alignment to achieve the common gaols. In order to fit the
goals of the group level, there arises a tension among the team members. However when the
team is working to achieve the organizational goals, the tension is reduced3. In order to overcome
these tensions it is necessary for individuals to adopt change leadership style.
2 Rothwell, William J., Roland L. Sullivan, Taesung Kim, Jong Gyu Park, and Wesley E. Donahue. "Change process and
models." Practicing Organization Development (2016).
3 Anderson, Linda Ackerman, and Dean Anderson. The change leader's roadmap: How to navigate your organization's transformation.
Vol. 384. John Wiley & Sons, 2010.

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Figure 1: The four quadrants of the change leader model
Figure 2: change leader accountability model

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Conclusion
Therefore from the above discussion, it can be understood that it is very important to gain
personal mastery such that an individual can undergo change which will ultimately lead to
organisational change. From the paper, it has been understood that the change leader
accountability model aims at integrating the two concepts of personal mastery and organizational
change. From the paper it has also been understood that

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References
Anderson, Dean, and Linda Ackerman Anderson. Beyond change management: How to
achieve breakthrough results through conscious change leadership. John Wiley & Sons, 2010.
Anderson, Linda Ackerman, and Dean Anderson. The change leader's roadmap: How to
navigate your organization's transformation. Vol. 384. John Wiley & Sons, 2010.
Rothwell, William J., Roland L. Sullivan, Taesung Kim, Jong Gyu Park, and Wesley E.
Donahue. "Change process and models." Practicing Organization Development (2016).