Two Leadership Styles in Change Management Research Paper

Pages: 7 (2190 words)  ·  Bibliography Sources: 7  ·  File: .docx  ·  Level: Master's  ·  Topic: Leadership  ·  Written: November 8, 2018

SAMPLE EXCERPT . . .
Participative leaders on the other hand can make the mistake of thinking that allowing individuals the opportunity to speak is all that is required to lead the way to change. Giving room for others to voice concerns and ideas is important—but so too is actually hearing them and internalizing what they are saying. A participative leader who only listens but then ignores what those around him are offering in terms of input is a leader who is only asking for superficial participation. This will inevitably leave workers feeling raw, embittered and angry: they will despise the leader for only pretending to be interested in what they have to say.

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That is why it is important that these two types of leaders be true to their respective styles. Transformational leaders have to be aware of the reality of the situation by implementing their EI and SI skills—and so too do participative leaders. When they do this, they can both be effective. When they fail to do this, they both can lead to catastrophe, just in different ways. Transformational leaders can become too inflated on their own egos and lead an entire organization into a dead end. Participative leaders can fall into the trap of thinking that allowing workers to speak their minds is a mere therapeutic exercise and does not actually mean leaders need to hear them and use their input to shape policy.

Research Paper on Two Leadership Styles in Change Management Assignment

Another key difference is that transformational leaders will tend to take responsibility on themselves: they will work with others, motivate them, and communicate with them—but when it comes to delivering the vision and leading the way, they assume control. They recognize themselves as the change agent—the force for change. This can be very helpful when an organization needs a spark, a new source of energy and charisma that can come into the workplace and promote a new culture to boost morale. In some organizations, however, the transformational style can be counter-intuitive. An example would an organization that is used to more democratic styles of leadership. In such a workplace, the participative leadership style would be better placed to effect real change. The workers would respond better to a leader who wants to listen to them and is willing to delegate authority to a team so that the team can make decisions based on input from all.

Conclusion

In conclusion, leadership is a major factor in any organization. Two leadership theories that can help an organization through an organizational change process are transformational leadership and participative leadership. The former is based on the idea that a leader is needed to communicate a vision, inspire workers, and motivate them to better themselves in pursuit of the organizational goals. The latter is based on the idea that by bringing stakeholders and workers together as a team to make decisions about the best way forward, the organization can excel. Both theories require leaders who are skilled in the use of EI and SI, and both theories require leaders to take stock of what stakeholders feel is important so as to overcome resistance. However, neither theory goes about leading in the face of change in the same way. Transformational leaders focus on charisma and confidence-building. Participative leaders focus on inclusivity and getting workers to feel like they are the ones making the decision for change.

References

Kotter, J. P. (2007). Leading change: Why transformation efforts fail. Harvard Business Review, 85(1), 96–103.

Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370.

Njoroge, C. N., & Yazdanifard, R. (2014). The impact of social and emotional intelligence on employee motivation in a multigenerational workplace. Global Journal of Management And Business Research, 14(3), 1-7.

Schyns, B. & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24, 138-158.

Tobias, R. M. (2015). Why do so many organizational change efforts fail?. Public Manager, 44(1), 35.

Vedenik, G., & Leber, M. (2015). Change management with the aid of a generic model for restructuring business processes. International Journal of Simulation Modelling (IJSIMM), 14(4), 584–595.[END OF PREVIEW] . . . READ MORE

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