Analysis of Barriers and Leadership in Leading Organizational Change

This report provides an overview of understanding and leading change within an organizational context. It begins by defining the concept of change and its significance, followed by an examination of various barriers to change, such as lack of staff engagement. The report then explores the influence of these barriers on leadership decision-making, emphasizing the need for effective leadership approaches. The report also highlights the application of the force field analysis model to identify driving and restraining forces. Furthermore, it delves into specific leadership approaches, including transformational leadership, and the application of Lewin's 3-stage change model. The conclusion emphasizes the importance of adapting to change and utilizing the appropriate tools and leadership styles to manage the process. The report references several academic sources to support its analysis.

Understanding and leading
change

• Introduction
• Different barriers to change
• Influence of barriers on the leadership decision making
• Use force filed analysis
• Conclusion
• References
Table of content

Introduction
Understanding and leading change is determined as the effective components of any
establishment where leaders can able to adapt several things in appropriate and adequate
form. Changes explained as the transformation state from peoples or venture recent state.
Each company suffers internal and external changes and that impact the current business
functions and operations of the enterprise. It is crucial for employees or leaders to
acknowledge the need of the changes and vision behind changes so that they can efficiently
handle them.

Different barriers to change
There are few barriers that is face by organisation and in reference to it, they plan to
make modification that affect decision making activity.
Lack of staff engagement- It is most common and ordinary barrier that is faced by
enterprise during making change in business, In Rowlinson, the management of
establishment face this issue when they implement change in term of development of
company then, employees do not show their interest in it

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Force Field analysis
It is a model and framework through which enterprise can make evolution and determine
change that arise in the venture
Driving force- It refers to modifications in forces when changes are arisen in customers need
and preferences and then leader has to frame strategies according to that. In respective firm,
the customer of the firm is having need of new trendy and fashionable clothes.

Influence of barriers on the leadership decision
making
After adopting and implementing change, it is important form firm to opt effective
leadership approaches to administrate the change in better manner. The description of
leaders’ approaches is as below:
Transformational approach- It is determined as an effective leadership style which is
crucial for leader to adopt. In it, an overall evolution is observed in to account and the
individual are responsible to set a vision and assuring an appropriate change in plan of action
through which it can administrate adoption of change in workers.

Lewin’s 3 Stage change model
This concept is formulated by Kurt Lewin’s and it considers three phases. The description
of it as below in context of Rowlinson:
Unfreeze- In this phase, Rowlinson leader identify modification and take grant from their
administration because it is crucial. Such as they find out that they have to change its working
activity that is used by them currently
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It has been summarised that to make development and growth in the business of a
company changes and modifications are required. At the time of implementing change, there
are numerous barriers arise in way of adopting change and to get over them, the firm can use
force field analysis. Several leadership approaches can be accept by the company to handle
change and conflicts which are arisen due to them.
Conclusion

• Drago-Severson, E. and Blum-DeStefano, J., 2018. Leading change together: Developing
educator capacity within schools and systems. ASCD.
• Tombetti, E. and Mason, J.C., 2019. Takayasu arteritis: advanced understanding is
leading to new horizons. Rheumatology, 58(2), pp.206-219.
• Neumann, J.E., James, K.T. and Vince, R., 2019. Key Tensions in Purposive Action by
Middle Managers Leading Change. Res. Organ. Chang. Dev, 27.
References

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