Leadership for Change: Strategies and Management Models Report

This report delves into the concept of leadership for change, emphasizing its significance in organizational management. It highlights the crucial role of leaders in setting direction, inspiring vision, and driving innovation. The report provides a detailed analysis of leadership's impact on change, outlining the roles leaders play, such as advocates, sponsors, and role models. Furthermore, it explores various change management models, including Lewin's, McKinsey's 7S, and Kotter's theories, detailing their stages and advantages. The report concludes by emphasizing the importance of commitment, adherence to policies, and effective communication for successful change implementation, offering recommendations for organizations to enhance their leadership strategies and drive positive transformations. The report is a valuable resource for understanding and applying effective leadership principles in a dynamic business environment.

Running head: LEADERSHIP FOR CHANGE
Leadership for Change
Name of the Student
Name of the University
Author’s Note:

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Executive Summary
This research report aims to know about the entire concept of leadership for change.
Leadership is often considered as a holistic approach since the organizational management
sets the culture for better establishment. The individuals with stronger leadership skills within
the company will even rise to the executive positions like the chief financial officer, chief
operating officer and chief executive officer. The leaders eventually help themselves in doing
the most right things. They are responsible for setting direction, building an inspiring vision
as well as creating anything new for the respective organization. This research report has
provided a detailed analysis of the importance of leaders in change with different change
management models.

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Table of Contents
1. Introduction............................................................................................................................3
2. Discussion..............................................................................................................................3
2.1 Importance of Leadership for bringing Changes.............................................................3
2.2 Different Change Management Models for bringing change in an Organization............4
3. Conclusion..............................................................................................................................6
4. Recommendations..................................................................................................................6
Reference List............................................................................................................................8

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1. Introduction
Leadership can be referred to as the significant capacity of the organizational
management for setting as well as achieving different challenging objectives, undertaking fast
and decisive actions whenever required, outperforming the competitions and even inspiring
others in performing at the possible level (Conger, 2015). It could be quite challenging to
place a significant value for leadership and any other qualitative aspect of the organization,
and it is needed to use quantitative metrics for tracking and comparing the features. It is a
specified practical skill that is required for encompassing the core capability of the
organization and individual in leading or guiding any other individual, company or team. A
leader has a core responsibility to provide proper methods and tools to bring out changes in
the organization (Daft, 2014). The following research report will be outlining a brief
discussion on leadership for change in any specific organization with relevant details,
including change models and development plans.
2. Discussion
2.1 Importance of Leadership for bringing Changes
Successful organizational change is entirely dependent on different leaders, who have
direct authority with people for supporting and executing the moves with proper influence
(Bolman and Deal, 2017). The most effective leaders eventually acknowledge that their
support is highly crucial for achieving success and commitment to completing their part.
There are a few of the roles that leaders might play while driving changes in the company.
The leaders often act as significant advocates for several turns at certain levels within the
company. They are few representatives who eventually keep the change for the higher-ups. A
leader even acts as a sponsor and has the willingness to utilize their influence and capital for
making the change happen in the business. Another vital trait of a leader is that he or she
even acts as a role model (Antonakis and Day, 2017). The leaders of change always have the
willingness to take the first step in the mission to be completed. They also demonstrate
different behaviours and attitudes, which are being expected for every specific individual.
The followers of the leader observe the leaders for better consistency within actions
and instructions for checking whether change is going on or not in the business. These leaders
are both deliberate and self-aware for bringing out the differences (Cameron et al., 2014).
The next significant trait that should be present in a leader is making effective decisions.
Since the leaders, acting as managers manage the resources like equipment, budgets and

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people; they comprise the core authority in making proper decisions, which could affect the
overall initiative. The leaders consist of the core capability of agreeing or disagreeing to work
within their respective control span (Robertson, 2016). While completion of the changes,
these leaders should be leveraging their authority of decision making and then selecting the
relevant alternatives, which would support the initiatives eventually. The leaders even require
to be decisive and then set his or her priorities, which could support changes. Proper
communication with the rest of the team and followers is also essential to make them
understand about the requirement and various details of the change in the business (Chemers,
2014).
They communicate for sharing of information, keeping people upgraded and also
gaining encouragement. As soon as employees get an idea of change, it is likely that they
would listen to the leader. These leaders require to interpret the change message to be
relevant for the reports, which should be consistent and transparent (Grint et al., 2016). The
organizational leaders are also responsible for providing motivation for changes and getting
their individuals involved with the transition to be taken. A sense of urgency is needed to be
created for this purpose and the leaders should learn about the change for showing passion as
well as commitment towards work. They also offer high recognition for those, who are active
participants and are doing well (Hayes, 2018). These changes could be challenging for
organizational members. However, motivation should be given to the employees, so that they
can deal with the changes without much complexity. As a result, they would be able to hold
their people in the company for better changes. They also uphold agreements and ensure that
the others are maintaining similar situation for the cause. The most effective leaders can
easily recognize the change and clarify their roles, required to fill up the areas and different
conditions (Cameron and Green, 2019). Hence, leaders play the most critical and significant
role in bringing out successful changes in the business effectively.
2.2 Different Change Management Models for bringing change in an Organization
Change is required to be managed by a leader properly and effectively within a
company since it could easily affect the company to a high level. For the core purpose of
ensuring a smoother transition from the respective current state to the expected business state,
the leader requires to correct different tools as well as resources for change management
(Doppelt, 2017). Situational interactions, functionalities and behaviour of the leaders are
required to be considered on topmost priority for this purpose. Change management can be
referred to as the significant procedure, tool as well as technique for control of the individuals

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a side of change to achieve every significant business result. This type of control also
incorporates different organizational tools, which could be used for helping the employees in
making proper personal transitions, hence resulting in the subsequent adoption and realization
of change. Few of the most significant aspects are required to be taken into consideration for
this purpose, and it could quickly impact on several factors like systems, processes, job roles
and organizational structure (Kuipers et al., 2014). Several approaches are present, which
could be extremely useful in improving the overall situation in the company and then
prescribing adjustments to the different parts efficiently.
Different opportunities and strengths are required to be analyzed properly, and as a
result, various goals and objectives would be having subsequent impacts on the processes,
organizational structures and systems. Change management is a structured method to apply
various tools, resources and knowledge for properly driving success in the business with the
most systematic manner (Hornstein, 2015). The major models of change management, which
could be applied by a leader are as follows:
i) Change Management Model of Lewin: This particular model is required for
understanding the structured and organizational changes. Three stages are present for the
model, which are unfreeze, change and refreeze (Matos Marques Simoes and Esposito, 2014).
In the unfreeze stage, the leader makes preparation for the change and if any type of
resistance is observed, it is being observed in this particular stage. The second stage is
change, in which change is required to be taken in the company. Reassurance and good
leadership are required for ensuring success in the organization as the leader would be
responsible for guiding in the correct direction with appropriate communication (Worley and
Mohrman, 2014). The final stage is refreezing, in which as soon as the change is being
accepted by the individuals, the respective organization needs to be stable for getting back to
the normal routine and pace. Hence, changes would become successful and the employees
would become comfortable for the respective changes.
ii) 7S Model of McKinsey: The second model is 7S model of McKinsey that
comprises of seven distinct stages or steps, which are strategy, structure, systems, shared
values, style, staff and skills. Each of these above mentioned aspects is required to be
maintained properly for the organization to ensure that maximum success is gained without
much complexity (Lines et al., 2015). The major advantages of this model include offering
different methodologies for understanding a company and then getting a deeper insight into

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the technique, by which it works properly. Moreover, this particular model even integrates
the practical and emotional components of this change, which is needed for creation of ways
to enable the staff in dealing with the transitions promptly. 7S model also considers every
part to be equally vital for addressing the existing issues in the most efficient method
(Doppelt, 2017). It even offers a specific directional factor towards organizational change.
iii) Change Management Theory of Kotter: Another effective and significant change
management model that could be extremely effective for organizational changes in the most
effective manner is change management theory of Kotter (Robertson, 2016). It is the most
popular and significant theory that comprises of eight distinct stages, present within it. The
stages mainly focus on the key principles and organizational members. The stages of this
theory include increment of urgency, building up of team, getting accurate vision, proper
communication, getting things moving, focusing on the short term objectives, not giving up at
any cost and finally incorporation of change in the business (Matos Marques Simoes and
Esposito, 2014). The most significant and important advantages of this particular theory
include sequential approach and hence is quite easy to follow and incorporate and also accept
the change and then prepare for it and not changing under any circumstance (Cameron and
Green, 2019). The leader of the organization would be hence able to involve a change within
the organization with proper effectiveness and efficiency, and there would not be any type of
issue amongst the organizational members.
3. Conclusion
Thus, a conclusion could be drawn that leadership is an essential trait, required in an
organization to ensure that the organizational management and employees are providing
proper production without much complexity. Several management skills are needed to be
utilized for guiding their individuals to the correct destination most smoothly and effectively.
This particular trait refers to the different things to different people in the entire world for
various situations. It motivates as well as inspires their people in engaging with the overall
organizational vision and mission. A proper management of the vision delivery is also
possible with such distinct advantages without much complexity. The above provided
research report has properly demonstrated about different aspects of leadership and change
management models.
4. Recommendations

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A leader should some of the most important steps during his or her leadership. It
would be helpful for the organization to incorporate successful change management. Suitable
recommendations for the organizations regarding leadership for changes are as follows:
i) Taking High Commitment: The first and the most important recommendation for
an organization regarding leadership for change would be undertaking high commitment. The
respective leader requires to remain committed to his or her group of individuals or followers.
The respective leader should internalize the respective mission and vision of the group. This
leader should comprise of the subsequent commitment for utilizing his or her core capability
for leading others, performing technical skills as well as conceptualizing different situations
to ensure that goals and objectives are achieved under every circumstance.
ii) Following Procedures and Adhering to Policies: The second suitable and
significant recommendation for an organization regarding leadership for change would be
following proper processes and also adherence to the distinct policies. An effective leader
should be a good follower and he or she is responsible for understanding that they are
accountable to all those in major authority. The leader knows about the fact that it is not at all
a good idea for behaving as a sole leader, however he or she should keep their working
priorities absolutely aligned with the respective objective of the company. He should have a
proper sense of self-importance, and the individuals, who lead in proper place should value
the major requirement to follow processes and adhere to the policies for proper maintenance
as well as management of changes in the organization.
iii) Expecting Conflict and Managing Them: Another vital and effective
recommendation for an organization regarding leadership for change would be the
expectation of conflicts in the business. It is quite common that conflicts would be increased
in an organization after changes would be incorporated. Hence, proper strategies should be
taken by the leader to ensure that these conflicts are managed most efficiently. As a result,
productivity would be maintained completely. For this particular purpose, risks should be
taken by the leader to implement new policies and try out new processes.

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Reference List
Antonakis, J. and Day, D.V. eds., 2017. The nature of leadership. Sage publications.
Bolman, L.G. and Deal, T.E., 2017. Reframing organizations: Artistry, choice, and
leadership. John Wiley & Sons.
Cameron, E. and Green, M., 2019. Making sense of change management: A complete guide
to the models, tools and techniques of organizational change. Kogan Page Publishers.
Cameron, K.S., Quinn, R.E., DeGraff, J. and Thakor, A.V., 2014. Competing values
leadership. Edward Elgar Publishing.
Chemers, M., 2014. An integrative theory of leadership. Psychology Press.
Conger, J., 2015. Charismatic leadership. Wiley encyclopedia of management, pp.1-2.
Daft, R.L., 2014. The leadership experience. Cengage Learning.
Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for
business, government and civil society. Routledge.
Grint, K., Jones, O.S., Holt, C. and Storey, J., 2016. What is leadership. The Routledge
companion to leadership, p.3.
Hayes, J., 2018. The theory and practice of change management. Palgrave.
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
pp.291-298.
Kuipers, B.S., Higgs, M., Kickert, W., Tummers, L., Grandia, J. and Van der Voet, J., 2014.
The management of change in public organizations: A literature review. Public
administration, 92(1), pp.1-20.
Lines, B.C., Sullivan, K.T., Smithwick, J.B. and Mischung, J., 2015. Overcoming resistance
to change in engineering and construction: Change management factors for owner
organizations. International Journal of Project Management, 33(5), pp.1170-1179.
Matos Marques Simoes, P. and Esposito, M., 2014. Improving change management: How
communication nature influences resistance to change. Journal of Management
Development, 33(4), pp.324-341.

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Robertson, J., 2016. Coaching leadership: Building educational leadership capacity through
partnership. New Zealand Council for Educational Research. PO Box 3237, Wellington 6140
New Zealand.
Worley, C.G. and Mohrman, S.A., 2014. Is change management obsolete?. Organizational
Dynamics, 43(3), pp.214-224.