BSBLDR801 Assessment: Transformational & Change Leadership Research

This report, prepared for the BSBLDR801 assessment, delves into the intricate relationship between transformational and change leadership, exploring how these leadership approaches drive organizational success. It examines how transformational leadership facilitates strategic planning, organizati...Read More

Running head: RESEARCH AND DISCUSSION
Research and Discussion
Name of student
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RESEARCH AND DISCUSSION
Table of Contents
Transformational and Change Leadership driving the accomplishment of Organisational
goals, objectives, plans and strategies........................................................................................3
Leadership styles and its response to the impact of change on people and processes...............3
Significance of collaboration in change processes.....................................................................4
Data collection procedures.........................................................................................................4
Impact of organisational design on the ability to respond to change in customer or market
conditions...................................................................................................................................4

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RESEARCH AND DISCUSSION
Relationship between Transformational and Change Leadership
Transformational and Change Leadership driving the accomplishment of
Organisational goals, objectives, plans and strategies
The transformational leadership allows for the development of a strategic plan to ensure
that the organisational functions and processes are managed properly through the
modification of organisational policies, principles and procedures required to enhance the
efficiency of business operations and processes. The transformational and change leadership
aspects also facilitate management of change required to obtain the desired level of skills and
business intelligence, furthermore ensure fostering the corporate culture development along
with the management of human resources in an effective way as well (Carter et al. 2013).
These leadership aspects are also related to the implementation of change in business level
strategies and also facilitate the organisational design and structure required to enhance the
effectiveness of business functions and processes. This would bring change and ensure that
the technology systems are used properly to exploit the resources and opportunities required
to create a positive impact on the business functioning too.
The transformation and change leadership also allows for navigating the change process,
which is essential for driving the strategies and implement a perfect plan for encouraging
positive behaviours all throughout too. This has also identified the scope for change with the
identification of various stakeholders and analysing the cost and benefits of change associated
with it. The new vision is developed, which has been communicated with the employees by
the leader to encourage collaborative behaviours and commitment, furthermore resulted in
establishing a change structure (Van der Voet 2014). This has been supported by the leader
through arrangement of training and developmental sessions and by introducing the rewards
systems to keep them empowered and motivated. The sustenance of change has been possible

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with the communication of success and change process along with determining any needs to
undertake corrective action too.
Leadership styles and its response to the impact of change on people and processes
There are different types of leadership styles that are responsible for creating an impact
on the management of change on people and processes associated with the business
functioning. According to Long and Mao (2008), the transformational leader manages
encouragement and motivation along with communicates the vision and mission statement
for making the subordinates and employees progress in the right direction whereas the
transactional leader has been associated with the motivation of people with the management
of rewards system, enforcement of rules and by undertaking corrective actions as well. The
leadership styles are also responsible for the purpose of implementing organisational change
and at the same time, create positive impacts on the way people and processes are managed
within the organisation. The transformational leadership also enables management of
behaviours including the identification and articulation of behaviours, development of an
appropriate model, communicating the clear vision and goals and make the group members
accept those, furthermore, ensure achieving the expected high performance too (Goetsch and
Davis 2014). The transformational leadership has responded to the impact of change with the
management of people by caring about their needs and interests, furthermore, provided
support to the intellectual stimulation and the employees of the organisation.
Significance of collaboration in change processes
The processes of change are greatly influenced with the management of collaboration at
work as with the collaborative practices, the level of acceptance of change becomes much
higher. To facilitate management of organisational change, the employees are engaged
together within the workplace to share their individual thoughts, views, ideas and opinions

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and discuss about the feasibility of implementing a change processes, required to gain insight
into the various factors that can drive the organisational change initiative largely (Rothaermel
2013). Considering the change management initiative, the employees are educated on the
change and they are allowed to develop further ideas and concepts to make themselves
adaptable to the change experience and facilitate innovation all throughout. Few major
reasons for which the collaboration has supported the major aspects of corporate change
management include communicating the change process and opportunity for acknowledging
them about the importance of change, furthermore engage them altogether, while breaking
down the silos to increase the level of engagement and adoption could also drive change
largely (Hill et al. 2014). The greater level of engagement and collaboration should also make
people think beyond boundaries and think differently for contributing to the collaborative
efforts and ensure gaining acceptance during the planning of change and while making
decisions too.
Data collection procedures
The methods of data collection include both survey process and assessment of secondary
sources of data and information too. The primary data consisting of qualitative and
quantitative data are collected on the basis of interviews conducted with the managers of the
organisation and their responses are considered as qualitative data while the survey
questionnaires distributed to the respondents during the survey process have been considered
as quantitative data and information (Bergh et al. 2016). The secondary sources of data
include journals, articles, newspapers and websites, which were assessed to acquire the
secondary data and information too.

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Impact of organisational design on the ability to respond to change in customer or
market conditions
According to Long and Mao (2008), the organizational design and building have
helped in responding to the change in customer and market conditions, furthermore, should
assist in delivering the best quality customers’ services needed to keep them satisfied as a
whole. The management of a proper organisational design allows for implementing changes
and at the same time, enhance the performance and efficiency of workforce to cater the needs
of people and at the same time, fulfil the market conditions for the purpose of enhancing the
level of customer satisfaction and ensure creation of a positive brand image and name among
the minds of theirs. Long and Mao (2008) also stated that by maintaining a proper
organisational design, changes are implemented, which ensures improvement of workforce
efficiency and also make the employees capable of working in a collaborative manner for
assessing the market conditions and make sure to fulfil those effectively as well. There are
various factors associated with the responsiveness of business operations to change in market
conditions such as the emerging technologies, changing population and demographics along
with professional skills and increase in scientific knowledge and information acquisition too
(Gamble, Peteraf and Thompson 2014). With the organisational design management, also the
areas of weaknesses are identified, based on which, necessary training and developmental
sessions would be provided for strengthening their skills, knowledge and competencies,
furthermore ensure acceptance of change and respond to the change in market condition with
ease and efficiency.

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RESEARCH AND DISCUSSION
References
Bergh, D.D., Aguinis, H., Heavey, C., Ketchen, D.J., Boyd, B.K., Su, P., Lau, C.L. and Joo,
H., 2016. Using meta‐analytic structural equation modeling to advance strategic management
research: Guidelines and an empirical illustration via the strategic leadership‐performance
relationship. Strategic Management Journal, 37(3), pp.477-497.
Carter, M.Z., Armenakis, A.A., Feild, H.S. and Mossholder, K.W., 2013. Transformational
leadership, relationship quality, and employee performance during continuous incremental
organizational change. Journal of Organizational Behavior, 34(7), pp.942-958.
Gamble, J.E., Peteraf, M.A. and Thompson, A.A., 2014. Essentials of strategic management:
The quest for competitive advantage. McGraw-Hill Education.
Goetsch, D.L. and Davis, S., 2014. Quality management for organizational excellence:
Introduction to total quality.
Hill, C.W., Jones, G.R. and Schilling, M.A., 2014. Strategic management: theory: an
integrated approach. Cengage Learning.
Long, L. and Mao, M., 2008. Impact of leadership style on organizational change. An
empirical study in China. Retrieved from ieeexplore. ieee. org/../046798557.
Rothaermel, F.T., 2013. Strategic management: concepts. New York, NY: McGraw-Hill
Irwin.
Van der Voet, J., 2014. The effectiveness and specificity of change management in a public
organization: Transformational leadership and a bureaucratic organizational
structure. European Management Journal, 32(3), pp.373-382.

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