The open communication and team objectives will make the COA team realize high energy, renewed commitment to the change process, and openness. In this stage, the FHA team has adopted the change, and requires leadership to sustain the drive. At this stage, an effective leadership style to maintain the drive to change is the management by objectives (Bridges & Bridges, 2009). This leadership style drives people to connect to the objectives of the change process and to the change plan. I would also motivate the team by recognizing the effort in the change process to avoid complacency.
Key Elements in the Leadership Organizational Change Process
The leadership model created in the change process was accentuated with smart-power or the model of visionary leadership. In this model, organizational and project team communication was achieved by adopting the principals of strategic control, balance of constraint and creativity, transfer of information, and transactional process (Martini, 2008). The model specifically focused on the balance of control, creativity, and constraint by tapping into the individual creativity without violating organizational and group constraints. To create balance I developed the individual identities, organization of the group, as I recognized the abundance of knowledge, skills, and expertise. This was achieved by encouraging responsibility at all levels from the individual, group, and organizational. This arises from the realization that individual responsibility creates responsibility in the group, which translates to organizational responsibility to the implementation of the COA change plan.
Force Field Analysis
This decision strategy was used to identify those forces that would push or restrain the change process (Kondalkar, 2010). In the change process, it was identified that the level of resistance to change by the executive and senior staff of FHA was strong, with the finance program officer disapproving COA's approval. To reduce this restraining force, I choose to change the behavior and focus of the group using Bridges model. This is because the model increases communication and feedback between individuals, encourages responsible leadership, and focuses on group behavior to break constraints.
In the change process, Bridges & Bridges (2009) transition model required individuals to let go of emotions and feelings that constrained the adoption of the change plan. Success in the first stage required the identification of ego states and personality types that influenced emotions, behaviors, feelings, and actions towards the COA plan. Using Myers-Briggs type I indicator, I realized that I have Introvert, iNtuition, Feeling, and Judging (INFJ), which indicates an initiator and influencer of positive change. I learnt that I try to understand what motivates others, try to make connection and meaning with others. This personality type drives my leadership model that is founded on commitment to organizational values, development of vision for the common good, in a decisive and organized manner. The program officer from the Financial Statement Audit office has INFP. This personality type drives him to be an idealistic and loyal to their personal values. They are flexible, adaptable, and accept changes unless their personal values are threatened as seen with the fear the implementation of the COA policy would interfere with standards and practices. To overcome this fear, I educated and informed participants on the change process, and made them feel valuable to the change process. Using Bridges and Bridges' (2009) transition model, I increased collaboration between the different individuals and personalities by involving interpersonal communication. This was necessary given that the secretary to the board has (ESTP) personality that makes them tolerant and flexible. The use of motivation and collaboration was necessary given the secretary is easily bored by conceptual and theoretical explanations, but prefers acting energetically on problems.
To maintain effective leadership presence in FHA beyond the implementation of COA plan, I maintain a state of mind awareness. This implies I will practice continuous awareness of situations. From the experience from the different causes of failure of implementation of the COA plan and it security policy, I have learnt that continuous communication, feedback, collaboration, and teamwork decrease these problems.
In conclusion, effective change leadership occurs in an environment full of collaboration. This collaboration is achieved through constant communication, dialogue, feedback, and teamwork under the guardianship of a leader. The change leadership requires a balance of power between creativity and control to overcome challenges arising from different personalities, interests, values, skills, and knowledge. This is further heightened by order achievable through set goals and objectives, combined purpose, shared beliefs, and responsibility.
Bridges, W. & Bridges, S. (2009). Managing Transitions: Making the Most of Change. 3rd ed., Da Capo Lifelong Books.
Kondalkar, V.G. (2010). Organization Effectiveness and Change Management. PHI Learning.
Martini, P.H. (2008). Toward an Integrated Model of Visionary Leadership: A Multilevel Study. Regent University, Proquest, AAT 3340923.
Nieuwenhuizen, C. & Rossouw, D. (2008). Business Management: A Contemporary Approach. Cape Town, South Africa; Juta & Co.