Analysing Leadership, Governance & Management's Impact on Change

This essay critically analyzes the impact of leadership, governance, and management on organizational change. It begins by defining leadership, corporate governance, and management, exploring their individual roles and responsibilities. The essay then examines how these elements interact to drive organizational change, considering various leadership styles and the importance of corporate governance in guiding the change process. It highlights the significance of aligning leadership, governance, and management to achieve sustainable change, including the application of Kurt Lewin's model. The analysis emphasizes the need for clear vision, employee motivation, and proper intervention processes to ensure successful and lasting organizational transformation, with a focus on how managers, leaders, and governance structures collaborate to manage resistance and ensure change implementation.

CRITICALLY ANALYSING THE IMPACT OF
LEADERSHIP, GOVERNANCE & MANAGEMENT ON
ORGANSATIONAL CHANGE
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Table of Contents
Introduction......................................................................................................................................3
Impact of management, corporate governance and leadership to achieve sustainable change
within organisation..........................................................................................................................3
Conclusion.......................................................................................................................................8
References........................................................................................................................................9
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Introduction
Due to the advent of globalisation and modernisation, the change in the organisation has become
an important element to grab the market opportunity and market sustainability. The leadership
and governance encompass the organisational policies, plan and strategic direction of
organisational activities. This oversight on the organisational regulation and employee
motivation also affects the business activities. Change in an organisation involves cultural,
technological and procedural changes that required proper intervene for appropriate execution.
However, in this particular essay, it will be identified whether leadership, management and
governance affect the organisational change or not. In this particular essay, the perspective of
management, governance and leadership will be discussed to understand its influences on the
organisational change management. Finally, the required intervention process to gain
organisational change sustainability will be evaluated to establish the thesis statement.
Impact of management, corporate governance and leadership to achieve sustainable
change within organisation
Leadership is considered to an action in order to lead a group of people to attain the
organisational objectives. Crevani et al. (2010, p.78) stated that the responsibility of a leader
within an organisation is to influences the behaviours of other employees by improving their
perspectives. This influence also contributes in motivating employees for gaining the
productivity. Leaders ensure guidance for the employees to develop organisational morale. In
order to discuss the role of leader in organisational activities at first required to develop a clear
vision for the leaders. As argued by Chaudhry and Javed (2012, p.7) is the leaders do not possess
a clear vision of organisational objection they will not be able to communicate the objectives to
the team to ensure the success of organisation's goals. Another responsibility that a leader holds
is employee motivation by ensuring working relationship and work culture. As argued by
Crevani et al. (2010, p.79) an organisation cannot acquire performance enhancement, it the
employees is not motivated. The success of organisation largely depends on the productivity of
the employees. For performing own job role or responsibilities, employees require guidance from
leader which needs to be positive and optimistic enough.
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The leaders based on the organisational structure undertake leadership style that influences the
leadership approach. According to Lewin’s leadership style, leaders mainly undertake the
leadership style of autocratic, democratic and laissez-faire leadership style. By implementing the
autocratic leadership style the ensure no-participation of team members in the decision-making
process which leads to the sense of absenteeism and huge employee turnover. Chaudhry and
Javed (2012, p.5) observed that on the other hand, democratic leadership style consider the
involvement of employees in the decision-making process which may hinder the quick decision-
making process. Instead of delivering full freedom to the employees in laissez-faire leadership
style, it may lead to mal-function time management by the team members. As argued that
laissez-faire leadership style also deliver job satisfaction for the employees and contributes to
improving their productivity.
Corporate governance encompasses through the policies, practices and rules according to which
the organisational activities are being governed. Foss et al. (2010, p.456) stated that with the help
of corporate governance, the organisation tries to consider the interest of the stakeholder, which
includes the suppliers, shareholders, customers, government, management, community and
financiers. It also attains the framework to achieve the objectives and goals corporate governance
is associated with every activity of the management of the organisation, which includes the
business action plan and organisational internal policy. Governance contributes in the change
management philosophy as change defines how the change will be incorporated and who will be
affected by this. Ebrahim et al. (2014, p.82) pointed out that this helps to measures the
performance of the organisation and contributes in corporate disclosure. Positive and negative
corporate governance can understand the impact of corporate governance on the managerial
actions of an organisation. As argued by Richey et al. (2010, p.238) negative corporate
governance delivers uncertainty in organisations reliability. However, it can be counter argued
that positive corporate governance implies proper implementation of company rules and
regulation that is able to deliver organisational reliability.
Management is considered an exercise, which is mainly unstructured that entirely, contributes to
the performance of the organisation. Within an organisation, an efficient manager holds the
responsibility to implement every function to increase the ability of the employees by attaining
organisational goals. It can be argued that only an efficient manager can ensure the success of a
business organisation and gain competitive advantage. The major responsibilities of a manager
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are planning and organising the business activities, which can be resource allocation or time
management. For ensuring the organisational goals, management can adhere to the directive
managerial style that helps a manager to establish the organisational vision among the employees
without being a dictator. According to supportive management style, a manager tends to be
empathetic towards the employees which job satisfaction, however, can also lead malfunction of
time management. To understand every stage of organisational activities, a manager can adapt
with participative management style. As counter argued by Trkman (2010, p.126) this can
obstruct the management of other departmental activities. The achievement oriented
management style ensures less productivity among the employees.
Leadership, governance and management are the elements, which are, correlated as a change in
one element thoroughly effects on other elements. As argued by Myers (2013, p.7) these three
factors have contributed to the organisational change in different aspects. As change is a team
that is thoroughly associated with organisation improvement, to increase the market opportunity
and gain competitive m advantage it is required to incorporate a change in organisational culture
and business planning. The main reason for which the management undertake the decision of
change is to continue with the ever-changing and emerging world market and technology. If an
organisation does not acquire, the business activities become monotonous which also hinders the
productivity. As opined by Bryman and Bell (2015, p.4) other aspects for which management
prefers change with organizational performance is to mitigate the gap between customer
requirements and final out. As the requirements of the customer are ever changing, it also
requires continuous change and improvement in the results or output. Galliers and Leidner
(2014, p.3) said that the process of implementing change can be identified through Kurt Lewin’s
Model of change management where the employees are being informed to be ready for change
(Unfreeze)and then execute the proposed change (Change) and finally change become permanent
(Refreeze).
An organisation decides to bring change in the decision-making process by neglecting team
member’s participation. For introducing a new group for the decision-making process, it will be
required to follow the Kurt Lewin’s change management stages. The leaders participate in
change management by playing the role of a sponsor who will not let the activities and objectives
of change management stop performing. Leaders continuously keep the spirit of acceptance of
change among the team members. As counter argued by Chang (2016, p.4) the leaders not only
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be promote change however also be a role model for other team members by accepting change
first. As the company has decided to eliminate the team members from decision-making process
by appointing new representatives for them, the leaders have to communicate the process of
change and mainly the objective of change to reduce the chances of employee resistance. As this
change can develop a sense of absenteeism among the team members, the leader has to
contribute to the employee motivation and employee engagement in change management
process. Peppard and Ward (2016, p.6) stated that the leaders need to hold the accountability or
the responsibility of the team member’s participation in the change management process to gain
the motive or goal of organisational change.
Change management is mainly the approach where teams, individual and entire organisation
become transition for ensuring a new organisational activities or existence, however, on the other
hand, corporate governance refers to the practices and rules, which controls and directs the
change implementation process. As stated by Donate and Pablo (2015, p.361) change
management brings a resistance among the employees due to the lack of acceptance. This
develops elimination of organisational alignment or mutual efforts in performing business
activities. The organisation's decision of adopting a change in the decision-making process,
which may not be, agreed all the employees. The management can incorporate change however,
it will be difficult to maintain the changes in the organisational objectives and goals align.
Birasnav (2014, p.1623) pointed out that to address this particular problem, the organisation can
undertake assistance of corporate governance.
D’Innocenzo et al. (2016, p.1965) argued that on the other hand, corporate governance
contributes in answering what is changing and why it is being implemented. As the organisation
wants to bring change in the decision-making process by appointing a new group decision maker
as representatives of team members, the board of directors of the organisation has to ensure
effective cultural change, proper procedure of change implementation without avoiding
company's main objectives or value. The managers can undertake consultancy with board
members to reduce the chances of employee resistance.
In the case of managers, to incorporate change management within the organisation, the
managers have to undertake a change in individual self and then change among employees.
Wang et al. (2014, p.182) counter argued that to ensure individual change a manager has
understood the role of the manager in that particular change and then adapting the changes to
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understand its impact on individual self. Finally, the manager needs to identify the possible
approaches to tackle the changes. Yarbrough and Yarbrough (2014, p.5) argued that the manager
has to inform the employees regarding the managerial decision of eliminating team members
from the decision-making process. After that, the manager will need to manage employees
resistance by applying corporate governance and finally reinforce the change process to make it
sustainable. Leader and managers have to work aligning with corporate governance to implement
successful change process within the organisation.
In order to make the organisational changes sustainable, the board of directors and managers
have to make interventions in the change management process properly. Müller et al. (2014,
p.1309) stated that to understand intervene process Kurt Lewin’s Model can be applied. In the
stage of unfreezing, the leaders and managers have taken the responsibility to inform the
employees regarding the changes. At first, the manager has to announce that a new group
decision maker will be appointed to making effective and advanced decisions. The decision-
making group will be mainly the representative of the views of team members. As argued by
Filatotchev and Nakajima (2014, p.290) the leaders will have to perform the role of making the
team members understand why the change is being implemented. The skilled decision maker will
have more market knowledge and will be able to make a quick decision. However, this is not
making the staff neglected by giving opportunity to perform their job properly. In the unfreeze
stage the responsibility of the managers and the leaders to advise the team members to get ready
for experiencing changes.
According to the model, the next stage changes require the assistance of corporate governance.
Too and Weaver (2014, p.1383) counter argued that to execute the change the board of directors
have to develop new rules and policies, which the staff members have to follow. Corporate
governance helps to ensure that the implementation of change management is being done
through a proper process. Cheng et al. (2014, p.178) stated that the corporate governance can
lead develops a systematic approach to change management within the organisational culture. On
the other hand, change intervene requires employee motivation. The company can motivate the
employees by performance recognition through a reward system. The final stage of Kurt Lewin’s
model is refrozen in which the board members of the organisation make the implemented change
permanent. For making sure that the change is permanent, a continuous monitoring process has
to be implemented. The HR department of the company will have to monitor and needs to
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eliminate the hindrances in the way change management to acquire business objectives
successfully.
Conclusion
In this essay, the impact of management, governance and leadership has been presented. The
leadership and management are the key components of managing organisational activities. The
importance of systematic approach in organisational activities has identified here. To receive
proper change management the employees need to get aware of change by managers and leaders.
This has ensured the importance of communication between leaders or manager with team
members. It has found that if the leader fails to become a role model for the team members to
make them understand the importance of change then the organisation will not be able to acquire
continuous success. Even the management also need to receive an individual change to
understand required competencies to manage change. On the other hand, corporate governance
needs align with change management for systemic delivery change management. Thus, it can be
stated that corporate governance, management and leadership has a thorough influence on the
sustainable change of an organisation, which helps the company achieve organisational
objectives and competitive advantage.
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