Leading Organizational Change
Introduction
The modern business world is fast-paced and continuously changing, which is why organizations
are forced to change with the newly upcoming challenges, technical issues, and market
requirements. Internal or external led organizational change has proved to be yet a vital part in
the survival and growth of organizations. Organizational change is a tough task which intends to
have good leadership, direction and strategic foresight along with the capability to control people
and the processes. This essay is going to discuss theories, strategies, issues and real-life
examples of leading organizational change. It will focus on the major functions of leadership in
providing a successful leadership of an organization in analyzing the transitions and the
strategies used by the leaders to provide a long-term success.
Organizational change may be described as a modus operandi whereby an organization reshapes
its organization, culture, operations or other key aspects so as to adapt to emerging business
environment. This is a critical skill to organizational managers and executives since, in most
cases, the success of the change initiatives may depend on vision, direction and choices taken by
leaders in the organization. Literature reading could enhance the preparation of a leader in being
able to go through the murky waters in organizational change when leaders become
knowledgeable about the different theories of change, styles of leadership and successful
strategies. In the next sections, the fundamental elements of best organizational change will be
explored and ideas on how organizations can be able to transform and coordinate effective
change efforts will be established.
Theories and Models of Organizational Change
Among the initial steps in comprehending how to manage the change within an organization is to
acquaint oneself with the different models and theories of guidance that would put a framework
on the change process. A number of popular change management theories have developed during
the years which gave us numerous valuable insights on the change mechanisms, as well as the
role of leadership in it. The models provide a systematic way of approaching change so that the
leaders can determine the important stages and steps they are to take so as to achieve successful
changes.
The Change Management Model is considered to be one of the first and most commonly known
organizational change models by Lewin. This model which was developed by Kurt Lewin in
1940s is premised on the notion that change has three stages; unfreezing, changing and
refreezing. Unfreezing is the process whereby the organization is made ready to change because
of the generation of awareness of the need and desire of change and to abandon the old ways of
doing something or thinking. It is in the changing phase that new strategies, structures and
processes are adopted. Lastly, refreezing can be defined as solidification of the changes and
ensuring that the changes become institutionalized in the cultures and operations of the
organization. The model insists on the need to focus on the psychological and the practical sides
of change, and the need to continuously reinforce the change in order to achieve success in the
long term.
John Kotter, a scholar in the 1990s created another mostly adopted change model referred to as
Kotter 8-Step Change Model. The model provided by Kotter is more specific and linear when it
comes to managing organizational change and it concentrates on the role of leadership in the
change process. In the Kotter model, there is a set of eight steps as: (1) creating a sense of
urgency, (2) building a guiding coalition, (3) developing a vision and a strategy, (4)
communicating the change vision, (5) enabling action by the many, (6) delivering short-term
wins, (7) consolidating gains, and producing more change, and (8) anchoring new approaches on
the culture. Kotter points out the importance in having a good leadership that will take the
organization through every step so that the efforts being taken in terms of change can be done in
a way that will be easily communicated, implemented and also be maintained in the long run of
things.
Prosci has developed the ADKAR Model that is based on the human side of change. It is an
acronym of Awareness, Desire, Knowledge, Ability and Reinforcement. According to this
model, any effective change in the organization should occur when people pass through the
following five phases. There is awareness, which is the level of knowledge that creates the need
to change, Desire which is the drive to assist in the change, Knowledge which is the education
needed to implement the change, Ability which is the first step of making the change occur and
Reinforcement that completes the circle by insuring that the change is permanent. The ADKAR
model emphasizes the significance of personal commitment to change and presents the role of
leadership in establishing the needful attitude and expertise in workers.
The McKinsey 7-S Framework is a model of organizational change based upon the ideas of the
McKinsey & Company, and this material provides us with a comprehensive view of the kind of
change that we are to apply to the organization: it involves Strategy and Structure and Systems
and Shared Values and Skills and Style and Staff. According to this model, all seven elements
are necessary and interdependent to be aligned and mutually reinforcing in case of a successful
change initiative. The leaders should make sure that any changes in one area do not influence
other organizational elements of the organization adversely. When dealing with large complex
organizations that are in the process of experiencing major changes, McKinsey 7-S Framework
can really be of use since it gives a clear picture of the internal parts of the organization and how
these parts actually need to work together to bring about successful change.
Besides these models, there are still other frameworks highlighting other change elements of an
organization like the Transition Model by Bridges stressing on the psychological and emotional
changes that people go through during change. Every model provides its own evidence on the
essence of a change and reveals the significance of leadership in terms of facilitating and
directing the process.
The Role of Leadership in Change
Leadership has a central part to play in organizational change. Leaders have the role not only to
establish the vision and direction of changing but also to inspire the employees, deal with the
resistance and make sure that the organization goes through the transition process with ease.
Leadership influences the environment and culture the change is being effected in and thus any
major leader should have the right skills and attributes to be able to lead the change process.
There are several traits that effective leaders are known to portray and that empower them to lead
their organization through change. Transformational leadership is one of such traits which
consist in inspiring and motivating followers to make the pledge to or participate in a common
vision. The transformational leaders make their contact with employees personally related, which
makes those people have the feeling of ownership and engagement with the process of the
change. This type of leadership is also efficient in those settings where culture change or the
embracement of new values and behaviors is highly needed.
Transactional leadership is another leadership style that applies to the manner of structure, order
and management of performance. Transactional leaders are efficient with a change that is more
procedural or has a definite set of directions and outcomes. Although transactional management
might not make people so excited as transformational management, it becomes a necessary one
in case of certain, time-bound changes.
Besides leadership style, other important competences that successful change leaders should
master include emotional intelligence and competences in communication. Emotional
intelligence enables the leaders to be aware of their own feelings, manage their own feelings,
understand other people feelings and manipulate the feelings of others. This is so especially
when there is change because employees are likely to be unconfident and resistant. Effective
communication is also essential as far as it can help to create trust, eliminate fear, and maintain
all individuals focused on the objectives of change initiative.
The element of leadership is also instrumental in the establishment of changes culture in the
organization. Leaders need to be able to set examples, they need to ensure that change is not a
threat, but embraced with a view of becoming a growth opportunity. Leaders can foster
attitudinal change by supporting innovation, lifelong learning and flexibility.
Strategic Approaches to Leading Change
Conducting organizational change needs to be done in a well-planned approach that would fit the
direction of the whole organization. Strategic means a proper planning process, good
communication, and the involvement of major stakeholders during the planning.
The establishment of a clear vision is one of the initial steps of leading change as it conveys the
reasons as to why change is necessary and what should be achieved by undertaking change. This
vision must be inspiring and easy to follow and as such, a guiding force to everyone in the
change process. It is also the responsibility of the leaders to design a change strategy to specify
the steps to attain the vision. This can involve establishing milestones, sources of resources and
roles and responsibilities.
Another important part of change leadership is excellent communication. Leaders should also be
open in terms of explaining the reasons behind change, the success which will be experienced
and possible difficulties that can be encountered. Leaders can gain trust in the change process by
informing employees and thereby keeping down uncertainty. Moreover, leaders are expected to
be open to comments and be ready to change the strategy of change, should there be a need to do
it.
Employee resistance is one of the most severe challenges when it comes to leading change. The
rejection to changes is the inherent human characteristic rooted in the fear of the new changes or
lack of confidence in their employment and/or in the management of the organization. Leaders
need to open their ears to active listening, listen to concerns and encourage employees to work
out the change process so as to do away with resistance. Allowing employees to become a part of
decision-making processes and solving areas of issues may also make them feel more engaged in
the success of the change initiative.
Also, leaders should make sure that the change complies with values and culture of the
organization. Change that does not match or is not in sync with the core beliefs of an
organization stands a better chance of being resisted and during which failure is most likely to
occur. It is therefore important to note that leaders should analyze cultural preparedness of the
organization when introducing mass changes, and strive to enforce the change to agreed values
as much as feasible.
Organizational Change Strategies
Leaders are required to adopt several forms of approach to best achieve organizational change,
but any of the approaches might be more or less an effective strategy depending on the applying
context. Among the most prevalent ones are top-down and bottom-up change.
Top-down approach promotes change-top-level management and flowing down to the lower
organization. This style can be better used in situations where the immediate decision is required,
and in the case where leaders possess a vision and power to make decisions to change.
Nevertheless, such a strategy also brings along the tendency of employees to resist the change as
they feel that they are being drilled by the change without their consent.
Conversely bottom-up approach will entail bringing to role all employees in the change process
where employees will give input and can influence the direction in which change has to take.
Through this method, increased buy-in and a more co-operative working atmosphere can occur.
But it can be also more slow in implementation and it might not be as urgent as the top-down
methods.
Leaders should also make a choice of whether to take the incremental or transformational
change. Incremental change is a gradual change involving small changes in the systems and
processes in place and transformational change is a radical change in the organization which
involves an overhaul of the structure, culture or the strategy. Transformational change may be
more difficult and intrusive, yet it may be required situation when the organization has to adjust
to a new market or new technological environment.
Challenges in Leading Organizational Change
Organizational change leadership is filled with difficulties even despite the most appropriate
approaches and motives. The most widespread and the most powerful challenge of leaders is
resistance to change. Resistance to change by employees can be associated with many factors in
which the employee may not like change because of fear of the unknown or of loss of control or
even fear of being retrenched. Good leaders who are able to overcome the resistance should take
into consideration its emotional and psychological sides and overcome it with the help of clear
explanation, understanding, and help.
The other danger is uncertainty that comes with change. High levels of transition may cause
worries and uncertainty among employees on their position. Leaders should counter this
uncertainty by delivering consistent clear messages and assuring them how their change is worth
it in the long-run.
Change can also be complicated by power issues and power struggles in the organization.
Leaders have to work within such dynamics and make sure that all the stakeholders are aligned
to the objectives of change initiative. This can demand bargaining, concession and handling of
conflicting interests.
Case Studies of Successful Organizational Change
The discussion of the aspects of the successful organizational change in real-life examples can
provide effective lessons to a leader. A good example here is the late 1990s when Apple turned
around under the stewardship of Steve Jobs. Jobs helped Apple to pass through a phase of great
transformation where the company was a losing computer making Company and was shifted into
a global consumer electronic Company. Concentrating on innovation, design, and vision, Jobs
managed to foster the culture of change and motivate employees to reproduce the new way of
thinking.
There was transformation of General Electric (GE) under Jack Welch. Welch carried out a set of
long-term changes, such as the emphasis on the efficiency of the operations, the streamline of the
company portfolio, and a performance-based culture. Strategic vision and leadership contributed
to the success of Welch as the CEO of GE and turned this company into one of the most
successful companies of the 20th century.
Conclusion
Instituting change in an organization is one of the vital competencies of every modern leader
because the organization may be forced to change on a regular basis due to the emerging
opportunities and challenges. Leaders can lead highly successful changes in their organizations
by learning the theories and models of change, embracing the idea of strategic leadership, and
learning how to deal with the challenges of change. The possibility to change within the business
environment will still stay in the top of the list among the key traits of successful organizations
as the changes lie more and more often on the agenda of the business environment.
Organizational change is not something that an organization must dread, but is an opportunity
that an organization can use to its advantage with good leadership, good vision and a good action
strategy.
