I opine that without leading change one is not leading because it is only through change leadership that a business can be steered through stardom where its budget remains in line, achieve greater returns on investment and actualize organizational goals. Additionally, only change embracement safeguards a firm’s competitive edge and adaptation to the dynamic environment in order to satiate customers’ demands. However, change is always a work in progress that require unswerving staff support, resources thus the need for well-orchestrated modalities for its leadership. (Alodadi, & Benhin, 2015).
In conformity with Lewin’s Change Management model, it may take the strategic approach of unfreezing where planned change is primary (Spector, 2013). It advocates for proper preparations for change as a need rather than a want. Besides, it is instrumental in breaking the yolk of change resistance. Secondly comes the change stage where real course of action is undertaken. It requires reassurance and sound leadership where communication is essential in giving direction and promoting coherence. Finally, the refreeze approach is initiated to ensure consistency and foster a sense of stability and confidence on the shifts made. (Spector, 2013).
My life experience is when I spearheaded a project on new product development. I had to transcend the project’s scope in order to meet its objectives and requirements. I had to be a change catalyst, have high analytical acumen, properly coordinate and inspire teams and have diverse set of abilities. I had to recalibrate the operations, functioning, finance, marketing and other business realms to achieve the project’s goals. Despite following pre-structured frameworks, some instances called for running away from the traditional approach especially for the unplanned scenarios.
In conclusion, change leadership is commensurate to leading as it enables those in charge to review their actions, assess employees’ commitment, remain sensitive to competitors’ actions and monitor change results which prevent loss of market share and ensure the firm’s operation at peak level and optimal capacity. (Kadasah, & Ageel, 2015).
References
Alodadi, A., & Benhin, J. (2015). Long term economic growth in oil-rich Saudi Arabia: What is the role for non-oil sectors? Economic Issues, 20(1), 109-129.
Journal of change management. (2000). London: Henry Stewart Publications.
Kadasah, N. A., & Ageel, M. A. (2015). The level of service quality dimensions of the banking system in Jeddah, Saudi Arabia. International Review of Management and Business Research, 4(4), 1044-1059.
Spector, B. (2013). Implementing Organizational Change: Theory into practice. Boston: Pearson
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