Leadership Change Management Analysis Essay

Length: 4 pages Sources: 8 Subject: Terrorism Type: Essay Paper: #66284578 Related Topics: Cross Cultural Management, Change Management, Gps, Leadership Theory
Excerpt from Essay :

Longford is a small community of approximately 3,000 people situated 20 kilometres south of Launceston. Longford lies within the Northern Midlands local government area, and has a predominantly Anglo-Saxon community. Longford Medical Services (LMS) has an active patient population of 9,905 people residing in or around Longford and employs eleven General Practitioners (GPs). In the past, some GPs experienced difficulties managing clients with mental health issues. They frequently required longer consultations, creating delays for other LMS patients, which became difficult to accommodate. There were also long delays for appointments with private psychiatrists, Tasmanian Psychiatric Services, and other programs that must be accessed in Launceston. As in other small communities, transport options are limited. The MHNIP commenced in Longford in early 2009. This coincided with the closure of a residential psychiatric service (Howard Hill) in Longford. Medical services are delivered from two LMS premises. The main site is in Longford itself, and a smaller surgery is located in Perth, 8 kms away. In addition to medical services, a monthly hearing service is offered, and until recently a dietician was also available. The MHNIP nurse is employed directly by Longford Medical Services Pty Ltd. on a permanent part-time basis. Due to space restrictions, the MHNIP works from the Perth clinic, which is not ideal since the majority of clients live in or around Longford, and this location isolates the nurse from the main practice. The offer of home visits is used to increase access to the service. LMS is currently seeking funds to increase the number of consulting rooms at their Longford premises in order to co-locate the nurse in the future.

Change management

Leadership theories can be featured generally as being concerned with who leads, how they lead, under what circumstances they lead, as well as who follows the leader. One of the earliest approaches to studying leadership is the trait approach. This approach emphasises leaders attributes such as personality, motives, values and skills. Underlying the trait approach is the assumption that some people are natural leaders, endowed with certain traits not possessed by other people (Yukl, 2006). Deficiencies in trait theories led researchers in the early 1950s to begin studying the specific behaviours exhibited by leaders (French, 2007). The behavioural approach...

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This indicated a change from the assumption that leaders are born to the notion that leaders could be developed (Yukl, 2006). The attractiveness of the concept of leadership style clearly lies in the possibility of labeling and objectifying an otherwise confusing diversity of behaviours. As a response to the findings that leadership styles differ across contexts, theories taking into account situational factors have lately gained popularity (Yukl, 2006). This body of theory was developed to reconcile the differences among the findings within behavioural approaches to leadership. Situational approaches emphasise the importance of contextual factors influence on leadership processes. These theories that explain leadership effectiveness in terms of situational moderator variables are also called contingency theories of leadership (Yukl, 2006; Warnstam, 2008).

On a holistic level, the interpretation of environmental scanning ought to lead to the creation of a vision that is aligned with a best estimate of the future environment. The organization's vision represents an idealized representation of what the organization should strive to become. The subsequently developed strategy, however, should explicitly align ends (objectives), ways (concepts and methods), and means (resources) to ensure the organization's resources are committed in a manner that allow the organization to succeed in its current and future environments -- in short -- to enact the vision (Carter, Ulrich & Goldsmith, 2012). Strategic leaders must therefore ensure that they align the vision with their interpretation of the changing environment, and that the organization's strategy is aligned with this vision. Similarly, the structure, culture, personnel policies, and technology also need to be aligned with the vision and strategy in order to achieve the vision and maintain competitive advantage (Gerras et.al, 2010; Fuller & Green, 2005). Leadership in this study refers to: the ability of an individual to influence, motivate, and enable others to contribute towards the effectiveness and success of the organization (LMS) of which they are members (House et al., 2002).

A "one-size-fits-all" approach is not effective for change management. Implementing an enterprise resource planning solution on LMS requires change management to be successful. Change management…

Sources Used in Documents:

Reference

Carter, L., Ulrich, D., & Goldsmith, M. (Eds.). (2012). Best practices in leadership development and organization change: how the best companies ensure meaningful change and sustainable leadership (Vol. 18). John Wiley & Sons.

French, R. (2007) Cross-cultural management in work organisations. London: Chartered institute of personnel and development.

Fuller J. N & Green J. (2005). The Leader's Role in Strategy.

Gerras, S. J., Clark, M., Allen, C., Keegan, T., Meinhart, R., Wong, L., ... & Reed, G. (2010). Strategic leadership primer. ARMY WAR COLL CARLISLE BARRACKS PA.


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