Essays on Impact of a Leader in Managing Change Fatigue Literature review

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The paper "Impact of a Leader in Managing Change Fatigue" is a good example of a literature review on management.   Organizations, as well as law enforcement institutions, need leadership. Dependable and appropriate leadership is critical to the prosperity of any organization (Spinelli, 2006). Leaders aim for transformation in people toward a needed objective. Lussier & Achua (2004) maintained that leadership is a process that not only controlled employees but leaders too, to achieve the objectives of the organization by means of change. Leadership interlinks leaders and staff, control, organizational goals, people, and change.

Leading entails people. Each person is leading somebody somewhere; however, the question is how and where. For one to be an exemplary leader he or she has to be a good member of staff. Several researchers describe leadership as a method of planning, directing, or guiding people toward a common goal. Hesser (1999) claims, “ Leadership contains two constituent parts, which are personal and organizational. Success normally needs knowledge of and dedication to both” . Spinelli (2006) defines an effective l leader as being responsible and apposite. Leadership has been illustrated as an influence connection among employees and leadership who mean real changes and results that reflect their common purposes (Daft, 2005).

The attributes for successful leadership and discipleship are similar. The nature of exemplary leadership is a reputable personality and selfless service to people and the organization (Clark, 1997). “ The exemplary leaders are ones who are extremely concerned about others and can build a good relationship with others while carrying out their work” (Daft, 2005). 2.0 Framework of the paper All over the history of organizational change, leaders have employed several various styles to influence workers.

From the past styles of Laissez-Faire, Autocratic to Participative (democratic), Transactional and Transformational leadership. However, from the in-depth, the paper finds it necessary to discuss the theory of Transaction and transformation which suits the 21 century to effectively help in combating change fatigue in contemporary organizations.  


7.0 References

Bass,B 1995, Transformational leadership redux, Leadership Quarterly, Vol. 6, pp. 463-


Beaudan, E 2006, Making change last: how to get beyond change fatigue, Ivey Business Journal, vol. 22, no. 7, p. 23-89.

Bertocci, I 2009, Leadership in organisations: there is a difference between leaders and managers, Lanham, University Press of America.

Daft, R 2005, The Leadership Experience, Toronto, Southwestern.

Clark, D 1997, Concepts of Leadership, viewed 22nd April 2013 from

Brown, S and Eisenhardt, K 1997, The art of continuous change: linking complexity

theory and time-paced evolution in relentlessly shifting organizations, Administrative

Science Quarterly,Vol. 42, No. 1, pp. 1-34.

Eisenbach, R., Watson, K. and Pillai, R 1999, Transformational leadership in the context of organisational change, Journal of Organisational Change Management, vol. 12, no. 2, p. 80-88.

Hesser, L 1999, Police Leadership in the 21st Century Achieving & Sustaining

Executive Success, viewed 22nd April 2013 from mhtml://E:\UCF\Police Leadership in the 21st Century.mht

Kotler, P. Rackham, N. and Krishnaswamy, S 2006, Ending the war between sales and Marketing, Harvard Business Review, Vol. 84, no. (7–8), pp. 68–78.

Lussier, R & Achua, C 2004, Leadership Theory, Application, Skill Development.

Minnesota, Southwestern.

Pindur, W., Rogers, S and Kim, P 1995, The history of management: a global perspective, Journal of Management History, vol. 1, no. 1, p. 59-77.

Rebelo, M and Gomes, D 2011, Conditioning factors of an organisational learning culture,

Journal of Workplace Learning, vol. 23, no. 3, p. 173-194.

Spinelli, R 2006, The Applicability of Bass's Model of Transformational, Transactional, and Laissez-Faire Leadership in the Hospital Administrative Environment, Hospital Topics, vol. 84, no. 2, p. 11-18.

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