Change is never easy; it is in our human nature to resist turn - anyone the cause. However, despite this fact, many organizations have managed to overcome the barriers to turn and have adopted new models for not only leadership styles, but many other organizational processes as well (Nahavandi, 2003). As you might have already identified, one of the most difficult models to turn is spellbinding from a typical hierarchical or autocratic style of management to a more democratic or team-oriented style of leadership. However, the key to effective organizational turn is a sound turn management process (Dudink & Berge, 2006). Part of that turn management process, is also preparing your firm for a new shift in leadership methods and requires that the society build a team-oriented culture - starting from the top and communicating down (Rosenburg, 2001). Managers at all levels must recognize and leverage each person's top skills, and originate sound value-based communications between team members (Dudink & Berge, 2006).
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Change can be the greatest test of a leader. As the leader of an organization, you should implement a solid turn management strategy in order to effectively conduct not only your people, but the firm dimensions of the society as well (Dudink & Berge, 2006). According to John Kotter (2007) a leading devotee in turn management, leaders often make any key mistakes - those of which Kotter has specifically narrowed down to eight key steps. As the leader of the organization, you should think taking these eight steps into inspecting in order to originate a solid advent and framework for transforming your organizational leadership methods.
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The first step in dealing with turn is to originate a sense of urgency. Most turn begins when leaders look at the firm's current situation, doing and customer pleasure (Kotter, 2007). Is customer pleasure being affected because of a slow decision making process? Are there "too many cooks in the kitchen" so to speak? This is possibly the most leading step in the process and requires involvement and "aggressive cooperation" by everyone in the organization.
Leadership and Organizational change - A Team-Based advent
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The second step is to originate a qualified "guiding coalition". But what does this mean? Not only must the division or divisional leader come to be a key stakeholder and supporter, but so must the top-levels of the organization: the Chief menagerial Officer and other senior executives. If the most leading habitancy in the firm do not buy in, the rest will not either (Kotter, 2007). In a small company, this guiding team may only be three or four people, however in a larger organization, this could be a wide range; twenty to fifty people.
The remaining steps include:
1. Defining a long-term vision;
2. Communicating that vision aggressively (i.e., ten times more than you initially think);
3. Removing obstacles that do not support the new vision and empowering others to support that vision;
4. Planning for, creating, and celebrating short-term "wins"
5. Consolidating improvements and preparing for more turn (i.e., do not contend victory too soon), and;
6. Institutionalizing the new approaches.
But, how do you effectively persuade others to buy-in to organizational change; specifically from an autocratic to a democratic style of leadership? The first demand that should be posed to each and every individual in your guiding coalition should be, "What is leadership?" determined listen to each person's definition: one will typically find many separate versions of what each man believes leadership is. However, despite these differences Nahavandi (2003) points out that leadership contains three similar elements: (1) leadership is a group phenomenon; there can be no leaders without followers and therefore is already a team environment, (2) leadership is goal directed, meaning leaders always sway or guide teams to a exact policy of activity to achieve a exact goals, and (3) in the proximity of a leader, one assumes some form of hierarchy or autocratic leadership. However, while this may be the case, it can also be informal, flexible and with mostly equal power.
By addressing these three similar elements, Nahavandi (2003) continues to show that by joining them, we define a leader as any man who guides or influences teams and helps them in establishing and reaching goals and objectives in an effective manner; in a non-autocratic fashion. This shows that to be an effective leader, one does not have to use a top-down approach, and the responsibilities and accountability of the decisions can be shared amongst the team.
But, the next demand is, "How do you get them to turn their style of leadership?" In order to support a revolutionary turn in an organization, you need to first motivate those in your guiding collation or transformational leadership team. Nahvandi (2003) believes transformational leadership is best achieved through inspiration of your followers, which enables them to "enact revolutionary change". Transformational leadership ultimately includes three traditional factors: charisma and inspiration (i.e., creating emotional bonds), intellectual stimulation (i.e., spellbinding followers to solve problems instead of you), and individual consideration (i.e., developing personal relationships with each follower). When these three factors are combined, they allow a vehicle for turn in not only the organization, but in the individuals themselves.
By following these types of steps an society will consequently produces good ideas while forcing shared accountability of decisions. The greatest implication of these actions will be to turn the way in which habitancy think, act and share ideas; consequently changing the very culture of the firm and how it does business.
In the words of Kotter (2007), "guiding turn may be the greatest test of a leader." Human nature is to resist change, and an aggressive and sustained turn management process for the society must be implemented as the framework for leading a vital transformation in organizational culture. Once this framework has been implemented you as the firm leader will have efficiently and effectively persuaded your followers, and the rest of the society into a new way of thinking. Thus, allowing for better, faster and higher ability decisions that in turn provide your customers with what they need: satisfaction.
References:
Dudink, G., & Berge, Z. (2006). Balancing Top-Down, Bottom-Up, and Peer-to-Peer Approaches to Sustaining distance Training. Turkish Online Journal of distance Education , 7 (3), 144-152.
Kotter, J. (2007). leading Change. Harvard firm Review , 85 (1), 96-103.
Nahavandi, A. (2006). The art and science of leadership. Upper Saddle River, Nj: Prentice Hall.
Rosenberg, M. (2001). E-Learning: Strategies for Delivering Knowledge in the Digital Age. New York: McGraw-Hill.
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Leadership and Organizational change - A Team-Based adventTeaching Critical Thinking - Full Video Video Clips. Duration : 99.45 Mins.
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