RQF Unit 17: Understanding and Leading Change - A Leadership Report

This report provides an analysis of different leadership approaches, including transformational, authentic, charismatic, and dynamic leadership, in the context of organizational change. It evaluates the effectiveness of these approaches in delivering and managing change within organizations, highlighting both the positive and negative aspects. The report emphasizes the importance of leadership guidance in ensuring that employees adapt to new operational developments, concluding that transformational leadership plays a crucial role in implementing effective change for organizational growth. The analysis is supported by references to relevant academic sources.

Understanding & Leading Change
(TASK 3)

INTRODUCTION
 To bring changes in business operations, leaders have to play major role in
dealing with drivers of organisation.
 When management plan to bring change in business operation of organisation,
leaders are the one who plays important role in developing that changes in
organisation.
 Their major and foremost work is to influence employees in developing that
changes and to work accordingly.

TRANSFORMATIONAL LEADERSHIP
APPROACH
 For leaders of organisation, it is extremely important to develop a
workplace by which high performance will get achieved.

CONT….
 Inspirational Motivation:
 Intellectual Stimulation:
 Idealized influence:
 Individualized Consideration:

AUTHENTIC LEADERSHIP APPROACH
 This leadership is an approach under which leaders will emphasize on building
honest relationship with employees of organisation.
 Authentic leaders are the one which build trust among employees which
overall improves the behavior of individual and performance of team
members.
 Authentic leaders are self aware and genuine in their working by which they
will create a positive environment in dealing with new changing policies of
company

AUTHENTIC LEADERSHIP APPROACH
 Starbuck's is the company in which its leaders are following this approach so
that honest relationship with employees get build for achieving business
objectives.
 Leader motivates employee by sharing personal struggle story of father
regarding poor health facilities by company so that employee work motivated.
 Marks & Spencer leaders are also following this leadership style in order to
make employee motivated with their own struggle story.

Charismatic leadership approach
 This is the leadership approach which develops by leaders in involving sense of style,
flair and confidence in their working. These leaders have effective quality of
influencing employees in accepting new working environment at workplace. Some
characteristics of this leadership are as follows-
 Communication: these leaders have extraordinary skill of doing communication
by which they will able to influence employees in dealing with new changing
environment of organisation. This communication skill of charismatic leaders
helps them in motivating employees in achieving organisational objectives

Charismatic leadership approach
• Founder of CEO of Revolutionary leader, focused on developing leaders
committed where John C. Welch IV are the two great examples of this
leadershi style.
• where both leaders focused on improving work environment with fun
activities so that no one can get boared from doing their job performance.

DYNAMIC LEADERSHIP APPROACH
 This leadership style helps in developing employee satisfaction and employee
motivation in organisation.
 To achieve the success of organisation, dynamic leaders plays an important role in
developing motivation among employees to achieve overall objectives and goals of the
company.
 Dynamic leaders are the one which create a particular vision of business in
dealing with new changing environment of organisation where workers fill motivated
and remain active in developing goals of organisation.

DYNAMIC LEADERSHIP APPROACH
•Hilton hotel leaders are following this leadership style in order to get work with
employees by setting particluar vision of work.
•Tesco leaders are also followig this leadership style in order to motivate
employees for their working with proper vision and mission.

Evaluation of leadership approaches which deliver
organisational change effectively
 To deliver effective organisational change, transformational leadership plays an
important role by sticking effective changes in organisation.
 To remain competitive and to achieve growth of company, change needs to be develop
in every organisation.
 It is a responsibility of leader to deliver change in effective framework among
employees of organisation.
 Therefore, to implement effective change transformational leadership is one which
stick changes to achieve growth of company in business market.

Critically evaluating effectiveness of leadership
approaches of change management
 Leadership approaches overall helps in adopting change working environment of
organisation.
 But this approaches may have both positive and negative aspects. Transformational
leadership allows leaders to quickly formulate vision in achieving goals of
organisation.
 It also promotes enthusiastic work environment where employee will easily adopt new
changes and innovations. But transformational leadership also might overlook reality
and truth.

CONCLUSION
From the above report it is summarised that for developing effective operational c
hanges there must be an proper leadership guidance so that employees will not
be affected with new operational dvelopment in company.
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REFERENCES
Nixon, P., Harrington, M., and Parker, D., 2012. "Leadership performance is significant to project
success or failure: a critical analysis".Vol. 61 Issue: 2, pp.204-216.
Ribeiro, N.,Yücel, I., and Gomes, D., 2018. "How transformational leadership predicts employees’
affective commitment and performance". Vol. 67 Issue: 9. pp.1901-1917.
Abouraia, M.K. and Othman, S.M., 2017. “Transformational leadership, job satisfaction,
organizational commitment, and turnover intentions: the direct effects among bank representatives”,
American Journal of Industrial and Business Management. Vol. 7 No. 1. pp. 404-423.