Literature review

Abstract

Change remains a critical aspect of any educational institution. However, managing and leading educational changes may be more complex than other school leadership tasks. As a result, effective management and leading change require educational leaders to understand the process effectively and, most importantly, possess different skills and knowledge critical in ensuring efforts have been improved effectively. In particular, this case means educational leaders must be able to overcome any barriers and cope with the chaos that may occur during this complex process of change. Effective leadership is important in ensuring staff members and stakeholders within the school understand the change and how to effectively achieve the desired outcome, particularly by developing new organizational structures while creating common goals focused on improving the performance of their organization and authentic student learning. To achieve this, it is important to have a strong leader that inspires and informs leadership to ensure the success of the school.

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Introduction

With only twelve months left before the current educational leader resigns, it is important for the institution to understand what type of leader and required skills will help in achieving desired goals and outcomes. In particular, the goal is to understand what (skills and knowledge) make a good leader for this position based on the organization’s needs and, most importantly, to ensure a successful transformative change. Logically, a transformative change requires a leader capable of engaging and motivating the organization’s staff members and stakeholders, particularly by building the confidence of and, most importantly, rapport with people around. The primary focus, in this case, is to increase buy-in, thus ensuring effective outcomes when it comes to implementing the change needed. This report will present research on transformative changes needed to support and improve the selection process of the organization’s next leader (CEO).

Review Literature

First, it is important to acknowledge that educational institutions are used to change and that airship change. However, leadership tends to come up with new visions focused on how the organization will be managed and led. As a result, it is important to understand how best the organization can reach changes in requirements, expectations, and regulations. Effective management of this change will make it transformational. Besides, the most successful change will have positive impacts on staff members, students, and other stakeholders in consideration of the shared goals focused on working in new and improved ways (Penava & Šehić, 2014). As a result, the expected leaders have a crucial role in managing responses from team members and stakeholders, a critical element in ensuring a successful change. In this case, it is important to understand the roles and impacts of the transformational leadership style in this change.

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Generally, transformational leadership can be seen as a long-term relationship between a leader and team members, established particularly through their interactions (Anderson, 2017). As a result, this style of leadership will ensure that the leader develops a more organizational and strategic orientation while focusing on transformational behaviors. These behaviors are critical as they help in painting a vivid and positive picture of the future that views change in a bigger picture sense, thus having a substantial impact on attitudes regarding the required change. Employee empowerment is also a major focus in this style of leadership (Hubbard & Datnow, 2020).

Typically, the idea, in this case, is to replace the current reader after retirement. As a result, the best way to approach this change will be to select a leader capable of ensuring an effective shift in consideration of the organizational culture since there will be a change in the underlying strategies and processes that are currently used. The transformational change, in this case, must therefore be organization-wide and will be enacted over some time. In particular, the leader must attempt to create a radically different than the current state of the institution and its operations (Al

Husseini et al., 2021).

The success of this change will depend on selling clear and compelling rationales that the leader and team members must accept and commit to change. The main reason, in this case, is related to the fact that transformational change will have a major impact by altering different processes, structures, and team members. As such, it is important to note that during this change, virtually everything will be different from the current state of the institution, and there will be no going back. To ensure a successful educational change through transformative leadership, it is important to focus on several crucial components of education (Islam Furuoka & Idris, 2021).

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These components include a clear and collectively held vision/mission, developing a strong and committed educational community, promoting a learning environment, and successfully partnering with other stakeholders to work collaboratively towards a shared goal.

Besides, there is a need to utilize change management principles with the primary aim of ensuring the change will be manageable and impactful (Waruwu et al., 2020). Any effective change will be effective if there is a change in habits to ensure better preparations and buy into how the expected change will affect the school. As a result, some of the most important change management principles to consider will include establishing the need for this change, creating an effective and supportive change network, ensuring better communications, preparing for potential challenges or drawbacks, and tracking progress while celebrating successes (Van der Voet, 2014). These principles will be important before and after the leader has been selected. In particular, they help the leader to facilitate and guide change efforts effectively.

However, the leader must show the potential to exercise the strategic art of leadership, particularly in responding to changing educational needs that may face communities and the institution (Usman, 2020). The educational change must be approached as a shift in perspective in consideration of different educational efforts and processes of reforms within this educational facility. As a result, the leader must focus on and develop effective efforts capable of adjusting to new ideas and, most importantly, meeting those that can be categorized as educational change.

This change will also be associated with substantial organizational strategy revisions, internal processes and structures, and the organizational culture with the aim of supporting the new strategic direction. Change in leadership is also a critical strategic change for this institution, which remains a critical driver for major considerations in the general change process (Asbari, 2020).

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Although the impact will most likely be positive, it is important to understand that this change might create fear, insecurity, and doubt among team members (Faupel & Süß, 2019). As a result, effective management of the change is critical to its success. Besides, while everyone might support progress, it does not mean they all want change, which might create a barrier to this change. As a result, it is important to focus on selecting a leader capable of facing more pressure during the expected change.

Recommendations

The success of this change and the achievement of desired outcomes will depend on a number of factors. One factor to consider is building a well-defined and inclusive strategy . In particular, it is important for the transition committee to develop and communicate a well-defined strategy. The strategy must explain the expected approach and desired outcomes. Besides, it will be important to continually reinforce the rationale of this change and engage staff members and stakeholders in different phases of change planning and discussion. Selecting a leader with skills and knowledge of transformational leadership style is also critical. Typically, different leaders have different styles of leadership. These styles may affect how the change will be achieved. As a result, the selection process will be based on the qualities, skills, and knowledge of a leader to ensure the best skills and qualities have been selected. The committee should also gain alignment across the facility. This change will have a substantial impact. As a result, it will be important to ensure that the execution of strategies during this change is aligned across the organization.

Conclusion

Change in the institution’s leadership remains one of the most strategic changes for the organization.

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Selecting the best leader will depend on understanding how this change will affect the organization and, most importantly, how the change can be initiated to ensure the organization achieves desired goals and objectives. The new CEO for the organization’s leadership process must therefore be able to influence and motivate people toward achieving what is best for the organization and its stakeholders. The idea, in this case, is not to manage staff members during the change but to ensure they work towards ensuring a smooth transition for the organization during this change.

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References

Al-Husseini, S., El Beltagi, I., & Moizer, J. (2021). Transformational leadership and innovation: the mediating role of knowledge sharing amongst higher education faculty. International Journal of Leadership in Education, 24(5), 670-693.

Anderson, M. (2017). Transformational leadership in education: A review of existing literature. International Social Science Review, 93(1), 1-13.

Asbari, M. (2020). Is transformational leadership suitable for future organizational needs?. International Journal of Social, Policy and Law, 1(1), 51-55.

Faupel, S., & Süß, S. (2019). The effect of transformational leadership on employees during organizational change–an empirical analysis. Journal of Change Management, 19(3), 145- 166.

Hubbard, L., & Datnow, A. (2020). Design thinking, leadership, and the grammar of schooling: Implications for educational change. American Journal of Education, 126(4), 499-518.

Islam, M. N., Furuoka, F., & Idris, A. (2021). Mapping the relationship between transformational leadership, trust in leadership and employee championing behavior during organizational change. Asia Pacific Management Review, 26(2), 95-102.

Penava, S., & Šehić, D. (2014). The relevance of transformational leadership in shaping employee attitudes towards organizational change. Economic Annals, 59(200), 131-162.

Usman, M. (2020). Transformational leadership and organizational change: In the context of today’s leader. International Business Education Journal, 13(1), 95-107.

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Van der Voet, J. (2014). The effectiveness and specificity of change management in a public organization: Transformational leadership and a bureaucratic organizational structure. European Management Journal, 32(3), 373-382.

Waruwu, H., Asbari, M., Purwanto, A., Nugroho, Y. A., Fikri, M. A. A., Fauji, A., ... & Dewi, W. R. (2020). The role of transformational leadership, organizational learning and structure on innovation capacity: Evidence from Indonesia private schools. EduPsyCouns: Journal of Education, Psychology and Counseling, 2(1), 378-397.