Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Acquiescence to cynicism breeds failed change programs, increasing the level of organizational cynicism, making future change programs more likely to fail as well (Reichers, et al., 1993). To give this guidance, the leader must understand the implications of the change process. Some of the managers and employees will struggle in the new environment. Thus, the company must be prepared to either let these individuals go, or be prepared to help them through the process. The leadership of the firm must therefore be available to help managers in crisis. Communications must reinforce the change plan and its necessity throughout the process, to keep up the momentum that has been built. The firm may even struggle financially through the early stages of the process -- the leadership must assume responsibility for such an eventually to help avoid the development of fear in the organization, which could cripple the change process.
Given the situation at present, leadership seems to have not provided sufficiently leadership with regards to this change program. The problem is ill-defined, so the first recommendation is to better define the problem, to better justify...
The next step for leadership is to engage the managers in the program -- they are learning to become leaders; they are not being managed. The approach thus far has failed because the company has not provided sufficient support for the change process -- managers and workers cannot shift culture overnight simply because they have been requested to do so. They need guidance, motivation and support through the process. Leadership needs to step back from the change until they have a system in place to provide these things to the organization.
Works Cited:
Kotterman, James. (2006). Leadership vs. Management: What's the Difference? Journal for Quality and Participation. Retrieved July 27, 2009 from http://www.allbusiness.com/human-resources/employee-development-leadership/4076827-1.html
Kotter, John. (2008). A Sense of Urgency. Harvard Business Press. Boston, MA. p.133
Reichers, Arnon E.; Wanous, John P & Austin, James T. (1993). Understanding and Managing Cynicism about Organizational Change. The Academy of Management Executive. Vol. 11, No. 1, pp.48-59.
Works Cited:
Kotterman, James. (2006). Leadership vs. Management: What's the Difference? Journal for Quality and Participation. Retrieved July 27, 2009 from http://www.allbusiness.com/human-resources/employee-development-leadership/4076827-1.html
Kotter, John. (2008). A Sense of Urgency. Harvard Business Press. Boston, MA. p.133
Reichers, Arnon E.; Wanous, John P & Austin, James T. (1993). Understanding and Managing Cynicism about Organizational Change. The Academy of Management Executive. Vol. 11, No. 1, pp.48-59.
Leadership, according to La Monica (1938), is when a person has authority that is recognized by others, and the person has followers/subordinates under them, who believe that the person will assist them in attaining certain goals (carrying out specific objectives for the followers). Furthermore, anyone that is willing to assist and help others could be referred to as a leader (p.8) Leaders see what others do not Most leaders have
As a proponent of participative leadership, my sense of moral responsibility in business matters would find a solid foundation in involving my subordinates in decisions and taking their views and suggestions into account. Since relationships are the primary vehicle through which successful leadership responsibilities are carried out, then people and interpersonal competencies are central to their effectiveness. My success as an ethical leader is rooted in self- awareness, self-management, social
The participating leadership style is facilitative, and the nurse will receive the supervision that she needs to feel completely comfortable with the work that she is doing. The delegating leader provides less specific directions and engages in two-way communication with his or her subordinates. The unit manager decreases both the amount of task or directing behavior and the amount of relationship or supportive behavior. The unit manager develops trust in
In 1997, numerous key educational institutions including the AASA (American Association of School Administrators); ASCD (the Association for Supervision and Curriculum Development), NAESP (the National Association of Elementary School Principals), and the NASSP (National Association of Secondary School Principals) worked in the auspices of ISLLC, funded by the CCSSO (Council of Chief State School Officers), to increase educational management standards. The National Policy Board for Educational Administration used the ISLLC
2. True learning organizations allocate the time and resources that are required to develop a competitive advantage based on the lifelong learning and training opportunities that are provided to everyone in the organization. 3. A learning organization not only develops the opportunities for learning but it also provides a corporate culture that encourage all of its members to become self-actualized, thereby contributing to the advancement of the larger society in which
Leadership is the process of directing the behavior of others toward the achievement of some general objectives. Effective leadership is very important for molding a group of people into a team, shaping them into a force that serves as a sustainable business benefit. Effective leaders have an inspirational vision. Forethought and change expectation is their hallmark. Leaders know how to make people function in a joint fashion, and how to