The Role of Leadership in Managing Change in OrganizationsChange is an invariable factor in today’s society that is embedded in both our individual and professional lives which takes place both in our world and outside of our world regardless of whatever occurrences might be taking place. Change occurs both nationally and internationally and the surroundings within which organizations are planned and operate their businesses. The modern world is becoming more multifaceted everyday and changes that seem to be taking place in distant places far away from us seem to be affecting us every day and this has made us more aware of how linked we are to one another.
The changes taking place in the modern world are also constantly demanding that organizations must recognize their nature which is holistic and how their constituent parts relate and affect one another. Change is gradually forcing not only organizations but individuals as well to begin seeing the bigger depiction of how occurrences are affecting them and vice versa. Leadership in situations of change is about desiring to progress further than the limitations of the traditional roles.
It is a role that has considerable demands because it involves transitioning into a wider variety of accountability causing major changes in the life of both the leader and his followers as well as in the life of the organization and its parents if any. This paper looks at the role of the leader in managing organizational change. In doing so, the paper will look at the changing role of the leader. In this paper, factors such as those of change in mindsets and the approach that is needed in order for the organization to progress beyond the traditional management roles.
The paper will also look at how these changes influence the organizations which must also transform in order to accommodate or support the change in leadership. In addition to this, this paper will look at real organizations in the context of organizational change management. The paper will look at three major areas of focus namely; the objective and the mode of leadership, proficiency and tools and the culture that a leader must create both inside the organization and in the extensive venture.
DiscussionPart 1“Leading organizational change” has been used so broadly that it is hardly possible for many people to really understand the real meaning of the phrase. There are three instances where “leading organizational change” has been applied namely: In actions that do nothing to add value such as “restructuring and reengineering” which according to Nanda are activities that only endeavor to basically change the way in which the pie is divided among the “stockholders” and subsequently among workers (Nanda), a situation that is bound to bring divisiveness and which any person sitted at the opposite side of the dividing table is likely to resist. The second instance is one that has been referred to as transforming leadership which involves interacting with others in a manner that encourages elevating one another to eminent heights of inspiration and integrity (Burns).
According to Nanda, Roosevelt and Gandhi are two of the leaders who demonstrated transformational leadership, Roosevelt through the new deal and Gandhi through his “non-violent campaign against British rule in India” (Nanda). Organizational settings where success if achieved through the means of joint effort.
According to Nanda, this third type which encorages organizational leadership that encourages productive output by means of specific organizaed groups is hardly the best when it comes to leading organizational change (Nanda).