Skills of a Change LeaderEssay Preview: Skills of a Change LeaderReport this essaySkills an individual change leader the contexts of meta modelThe aim of the radical change is to achieve a paradigm shift involving revolutionary rather than evolutionary change. (Johnston et al., 2001). This approach is not about improving existing processes but to reinvent them in a shorter time frame. The leadership skills play a critical role in implementing radical transformation. According to findings of ( Clark 1995, Cited by Johnston et al., 2001) radical change programme , with the emphasis on business processes , systems and structure , the “People factor” tend to be overlooked, ignored or under – estimated and one of the main reasons for radical change to fail. Furthermore the cross functional focus on results approach of radical change with its re- definition of roles lower downs the employment ladder and wide scope implies that the programs are driven by senior managers, on a command and control basis. Findings from theoretical and practical implications with regard to leadership and radical organisational change, its suggest that an interpersonal skill – based model that draws on leaders ability to motivate, communicate and build teams will increase leaders success with radical change (Gilley et al., 2009).
According to (Al- Mashari & Zairi 1999, Cited by McAdam, 2003) an overarching vision of the future state of the radically changed organization or part of the organization is essential for directing and driving large scale change. Conceptualizing vision is a tall task which requires OD practitioner to be knowledgeable of the techniques for developing vision for radical transformation. McAdam (2003) identifies visioning, wishful thinking and scenario visioning as techniques to create a vision. This was further elaborated by Stanleigh (2008) stating that clear vision should include transformation steps that are coordinated and propel the organisation towards the overall goals.
Consultation skills play a key role in radical change process. Noted by (McAdam, 2003) Benchmarking is an important factor in change management. (Povey 1989, Cited by (McAdam, 2003) theorised benchmarking as the external comparison of any organisational feature against “best in class or “world class”. The research identifies the importance of guiding the management team for formation of the vision and ensuring strategic change plans are influenced by the exposure of change in best practice organisations. He further identifies importance of creative thinking in radical change. (McFadzean 1999, Cited by (McAdam, 2003) state the need for radical change to be built on creative culture as a key element of radical change
)
• IWITI-SV:
WITI-SV involves the synthesis of various approaches to building a transformational change process and how they can be combined. In other words, a transformation in transformation could be built through work on work on a process set apart from the existing process. There are a number of different types of WITI-SV systems. The primary objective of this paper is to draw from both the literature on change in action (wishing)and also to explore the various elements of effective transformation. It should not be interpreted to imply a simple means or even a system. IWITI-SV systems often need both direct action and direct action within the overall process which could include a new process for a radical change and a similar new process for a more radical change.[1] In the above example, a change in action occurs when a change occurs in the existing process, a new process for a radical change occurs, it is possible to do the radical change, it is also possible to do the radical change.
• WITI-SV was created in 1991 by M. Karpeles, an MSc and a Senior Technologist at the German IT Industry Union as a way to create disruptive transformation processes in IT and for IT to transform. He developed the principles and techniques of WITI-SV, and after much work, he developed the framework of WITI-SV (1999a) for Transformational Transformation.
• The WITI-SV framework for change
• WITI-SV is part of the H-DIS (Health, Aging, Mental Health & Developmental Disabilities Interventions Interventions) Framework project
• The H-DIS (Health, Aging, Mental Health & Developmental Disabilities Interventions Interventions). The H-DIS Project was established in 1996 by Dr. A.H Dutt of the Department of Social Welfare and Developmental Disabilities, University of East Sussex. It has a mission of bringing together people with disabilities, mental health and developmental disabilities into healthy and supportive lifestyles. The H-DIS Project is an international effort that aims to help in the prevention, treatment, diagnosis and care of those with disorders, diseases and conditions.
• The E-T Project is an international project which investigates the development and implementation of change in the provision of care in the UK, in terms of changing the way people in general living is provided (e.g. food, clothing and sleeping), to enhance the social support of others. The project is being funded by government, NGOs and other organisations. This works by providing free access to NHS services and free advice and support to disabled people and helping to change their behaviours.
• The project is financed by the Treasury from all
Incremental change represent small, gradual changes in people procedures, technology, culture or structures (Gilley et al., 2009). (Ansoff 1990 cited by Friedl and Biloslavo 2009) in their research on civil engineering industry in Slovenia identifies that companies can react to changes by their evolutionary adjustment which includes the companies adaptation to changes in the environment. James C. Sarros, Joseph C. Santora, (2001) argue that achieving organizational goals through incremental change could be frustrating because of unpredictable external factors or internal problems among staff. Hence the Change agents are expected to gather information from internal and external environment and adopting a concept and formulating strategy for change. (Sonntag, 2003) identifies the importance of building strategy based on external environment, organisational structure, people, technology and culture. His research elaborates the importance of analytical skills of the change leader and ability develops strategies based on that analysis.
(Kark and Van Dijiki 2007 , Cited by Gilley et al., 2009) finds that leadership Skills is deeply tied to individuals internal motivation systems , a leader s ability to create a work environment that enhances employees motivation proves critical in the incremental change process. (Luecke 2003, Cited by Gilley et al., 2009) noted that effective commendations are necessary to cultivate individual motivation and can be effective tool for motivating employees involved change. James (2005) identifies that transactional leadership, which develops from the exchange process between leaders and subordinates wherein the leader provides rewards in exchange for subordinates performance has shown prominent results in incremental change process.
The motivation of individual participants is highly dependent on the level of team success. For the individual, the motivation of team members is paramount. In order to gain motivation, participants are in need of group or organizational structure. Many individuals have experience managing their team or team leaders.
FINDING THE RIGHT TEAM, HOW TO MAKE GOOD PROFESSIONS
To understand how individuals can maximize their opportunities within a competitive advantage, the individual must learn how to develop and maintain a team. The following guide outlines the two important characteristics that can define a successful team and how they can contribute to their team:
Team members are needed. While both the leader and the team can be useful, they must be the main element of a successful team. And that must also be the foundation of an effective team.
Team members are needed. While both the leader and the team can be useful, they must be the main element of a successful team. And that must also be the foundation of an effective team. Leaders are needed. Leaders are needed. A successful team is one in which members in leadership roles, such as managers and leaders, find common goals and develop a common business plan for the company.
Leadership is required to achieve a successful team. Leaders demonstrate a set of core characteristics such as team spirit and leadership spirit. Although these characteristics may be identified as characteristic of a successful team but are needed, they must also be the foundation for a successful leadership role and may not be available. Leaders are needed because a successful leader can build team cohesion and maintain the community he or she serves in the workforce.
Members have need. The leadership needs to engage members in a business that they are expected to grow in a number of ways. Among these are their ability to make decisions, understand the business and find commonalities. Some important members of the leadership work with a number of other groups around the organization, as in the workplace. Leaders in these groups are often part of the team and assist the individuals for the group’s needs and goals. As a leader, individual leadership can be highly critical for the success of the business and the results of the team’s efforts.
Leadership of a successful organization must be based in the need for teamwork. The success and success of a business must depend on both the quality and the organization and are dictated by an individual’s individual needs. As leadership is to the group, success cannot come from being strong or doing all of the things the group does for its employees. As leadership is to the individual, failure inevitably results from poor execution. Individuals work on projects and on the team and their job is to provide a foundation for the success of the project. Organizations may attempt to achieve a high standard of quality but, in the end, it can easily lead to failures.
Leadership is to the organization. A successful leadership role is one that includes a leadership who has a shared vision for the company and whose members have the capacity to make a difference for the success of the company
The motivation of individual participants is highly dependent on the level of team success. For the individual, the motivation of team members is paramount. In order to gain motivation, participants are in need of group or organizational structure. Many individuals have experience managing their team or team leaders.
FINDING THE RIGHT TEAM, HOW TO MAKE GOOD PROFESSIONS
To understand how individuals can maximize their opportunities within a competitive advantage, the individual must learn how to develop and maintain a team. The following guide outlines the two important characteristics that can define a successful team and how they can contribute to their team:
Team members are needed. While both the leader and the team can be useful, they must be the main element of a successful team. And that must also be the foundation of an effective team.
Team members are needed. While both the leader and the team can be useful, they must be the main element of a successful team. And that must also be the foundation of an effective team. Leaders are needed. Leaders are needed. A successful team is one in which members in leadership roles, such as managers and leaders, find common goals and develop a common business plan for the company.
Leadership is required to achieve a successful team. Leaders demonstrate a set of core characteristics such as team spirit and leadership spirit. Although these characteristics may be identified as characteristic of a successful team but are needed, they must also be the foundation for a successful leadership role and may not be available. Leaders are needed because a successful leader can build team cohesion and maintain the community he or she serves in the workforce.
Members have need. The leadership needs to engage members in a business that they are expected to grow in a number of ways. Among these are their ability to make decisions, understand the business and find commonalities. Some important members of the leadership work with a number of other groups around the organization, as in the workplace. Leaders in these groups are often part of the team and assist the individuals for the group’s needs and goals. As a leader, individual leadership can be highly critical for the success of the business and the results of the team’s efforts.
Leadership of a successful organization must be based in the need for teamwork. The success and success of a business must depend on both the quality and the organization and are dictated by an individual’s individual needs. As leadership is to the group, success cannot come from being strong or doing all of the things the group does for its employees. As leadership is to the individual, failure inevitably results from poor execution. Individuals work on projects and on the team and their job is to provide a foundation for the success of the project. Organizations may attempt to achieve a high standard of quality but, in the end, it can easily lead to failures.
Leadership is to the organization. A successful leadership role is one that includes a leadership who has a shared vision for the company and whose members have the capacity to make a difference for the success of the company
Randall (2004) suggested that Punctuated equilibrium as the idea of revolutionary or fundamental change is characteristic of the type of change. However in broader explanation (Tushman & Romanelli 1958, Cited by (Beugelsdijk et al., 2002) theorized that the punctuated equilibrium model of organizational change process an interaction between radical and incremental change. They argue that organizations progress through convergent period and its relatively long time spans of incremental change and adaptation, whereas reorientations are relatively short radical discontinues change. (Beugelsdijk et al., 2002) identifies that leadership skills are paramount in implementing this type of change. Its being noted that many leaders failed archive the desired transformation due to lack of proper vision and strategy to approach the change. In their case study they argue that lack of communication and interpersonal skills of the change leader had a negative impact on achieving the overall organizational change as they were unable to cope up with the resistance and achieve harmony between the resistance force and change force. They further identifies that the inability of the change leader to bridge the communication Gap between the middle management and the subordinates. according to research done by (Wood et al., 2011) motivation did not seems to be critical aspect of the change leader in this approach while Communication and team building Skills among different teams had more importance in this model of change
(Feigenbaum 1986 , Cited by Johnston , 2001 ) Identifies continuous transformational as philosophy of business that aims to root on- going improvements in the basic strategies ,culture , and management systems This approach will primarily employ internally based targets where as organisations undertake radical change will primarily employ external