Leading Change: Leadership Styles and Change Management Models

This report delves into the critical role of leadership in change management, exploring various leadership approaches and their effectiveness in driving organizational change. It examines participatory leadership, servant leadership, and situational leadership, highlighting their unique characteristics and applications in different change scenarios. The report also discusses Lewin's change management model, providing a framework for understanding the stages of change and how leadership can facilitate the transition. By analyzing the extent to which these leadership approaches can deliver organizational change, the report emphasizes the importance of selecting the appropriate leadership style based on the specific situation and the individuals involved. The conclusion underscores the significance of leadership styles for successful change implementation, emphasizing the need for a situationally-appropriate approach. References are provided at the end.

Leading Change
Understanding and
Leading Change

Table of Contents
INTRODUCTION
Participatory Leadership
Servant Leadership
Situational Leadership
Change management model
Extent to which leadership approaches can deliver
organisational change
CONCLUSION
REFERENCES

INTRODUCTION
Leadership plays important role in change management and this is why
different situations regarding change can be dealt with specific style
and approach of leadership. This study will include discussion about
some of the approaches of leadership that leaders can apply for the
purpose of change management.

Leadership approaches to deal with
Changes
Participatory Leadership
This is one of the leadership approaches in which leaders adopt a more
democratic leadership style. In this style leaders give importance to people
and seek their opinion. In this leaders ask participation of employees of the
organisation and this style is adopted so that leaders can understand opinion
and perception of the employees. This approach of leadership is important
especially in change management, this is because participation and
involvement of employees can ease the process for employees as well as
management also do not face difficulty in convincing people.

Servant Leadership
This leadership involves beliefs and values of leadership in which
leaders keep needs and desires of other and focus on fulfilling these
desires. This leadership style is very useful and effective in change
management. The reason behind this is that change management
requires a change on the side of human resources of organisation.

Situational Leadership
This style of leadership is very suitable for the change management and its implementation in the
organisation. This is because situational leadership involves different approaches of leadership according
to situation. On the basis of members and employees this theory includes four styles of leadership-
Telling
This is a style in which leaders take all the decisions for the employees. This includes what they need to
do and how they can do that.
Selling
This is another style in situation leadership in this style leaders determine role and objectives for
employees but leaders are open to suggestions and opinions of members. This also involves that leaders
present more than one option for members and they are required to select which is most suitable for them.

Cont..
Participating
In this situation leaders have least involvement and leaders leave decision on employees.
In some situations leaders might participate in decision making yet ultimate choice
remains with members. While Change management this is a suitable style of leadership
when employees are able to take part decision on their own and leaders motivate
employees.
Delegating
This is the style of leadership in which all the responsibility of taking decision and
completing the task remains with members. Leaders delegate the responsibility and in
context of change this is suitable when leaders are competent as well as motivated with
process of Change management and are able to effectively participate.

Change Management Model
Change management model of Lewin is another model that leaders at Blake Logitech can adopt in change
implementation. This model of change management is divided in three stages that are-
Unfreezing
This is first stage of Change management in this model. In this stage of Change management the process to
unfreeze old knowledge and processes is undertaken. This means that employees and members are
convinced and motivated to accept new processes.
Freezing
This is another stage and which change is implemented in organisation. In this stage employees start
working with new processes that have been implemented in organisation.
Refreezing
In this stage change become normal and all start working on the changed processes and members become
used to with new processes and procedure of the organisation.

Extent to which leadership approaches can
deliver organisational change
Above some of the leadership style were discussed and all these
approaches mainly focused on human aspect of the Blake
Logitech during change. However, this is important that
employees and managers are given due importance because
leaders and management brings change in the organisation but
ultimately employees need to work on the changed processes of
the organisation. This means that they experience the changes in
their routine and involves impact on their equilibrium.

CONCLUSION
On the basis of above discussion it can be concluded that leadership styles are
very important for success of change in the organisation. There are several
approaches of leadership and this is why it is important that according to
situation of the organisation and members involved correct and suitable
leadership style is selected while change in organisation.

REFERENCES
Archer, M., Fuller, M., Cox, K. and Swearingen, N., 2019. Regional Stroke Program Coordinator
Nurses Standardize EMS Feedback Utilizing Kurt Lewin’s Change Model.
Gandolfi, F. and Stone, S., 2018. Leadership, leadership styles, and servant leadership. Journal of
Management Research, 18(4), pp.261-269.
Meier, D., 2016. Situational Leadership Theory as a Foundation for a Blended Learning
Framework. Journal of Education and Practice, 7(10), pp.25-30.
Sebastian, J. and Moon, J.M., 2017. Gender Differences in Participatory Leadership: An
Examination of Principals' Time Spent Working with Others. International Journal of Education
Policy and Leadership, 12(8), p.n8.
Thompson, G. and Glasø, L., 2018. Situational leadership theory: a test from a leader-follower
congruence approach. Leadership & Organization Development Journal.

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