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ORGANIZATIONAL CHANGE
Managing and Leading Organizational Change
Alejandro Cuervo
Department of Business, Liberty University
BMAL 704: Leading Organizational Change (DO1)
Dr. David Duby
May 5, 2024
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ORGANIZATIONAL CHANGE
Abstract
This critique of Mark Hughes's book, "Managing and Leading Organizational Change," focuses
on organizational change. It approaches the theories and processes supporting organizational
change in managing change, leading change, and evaluating change initiatives, amongst others.
The critique is to appraise the book's content in comparison and contrast to the central tenets
using personal experiences, current research, course text, and biblical wisdom. The analysis
depends on other relevant sources, such as articles on authentic leadership and Kurt Lewin's
change model, so that the analysis can be rounded. The conclusion will, therefore, sum up what
has been drawn in the body of the paper.
Keywords: Leadership, communication, management, authentic
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Managing and Leading Organizational Change
In today's dynamic business environment, organizations constantly feel the pressure to
adapt. Businesses can only remain competitive and relevant if they have competencies in the
effective management and leadership of organizational change. Hughes’ book, "Managing and
Leading Organizational Change," recognizes that in managing change, there is a relationship
between management and leadership. Hughes combines management principles with his
leadership perspective, making it more unique. By doing so, he stresses the significance of
inspirational change catalysts as well as facilitators for individuals or groups. This approach
unites structural and psychological issues into one comprehensive perspective on change
management.
This critique examines the relevance and applicability of the highly researched ideas
contained in Hughes’ book. The alignment of these ideas with personal experiences, current
studies, course materials, and biblical wisdom is reviewed to give a comprehensive evaluation
of their contribution to the organizational change field. Hughes provides some important
lessons for practitioners, researchers, and students who want to understand and manage
organizational change more effectively. Being a significant contribution to the field, it offers a
well-knit framework for navigating change by integrating notions of management and those of
leadership.
Section 1: Summary of the Text
The book by Hughes is profound in discussing organizational change, with different parts
broken down into four, covering several aspects of this complex phenomenon. He lays the
discussion foundation in Part I by introducing organizational change and trying to debunk many
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common myths about organizational change. It even goes to the extent of determining various
change dimensions that point to the multi-faceted nature of the change. Part II gives glimpses
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into areas of importance within the management of change, including management studies,
learning, cultural change, and individual differences. Through these areas, Hughes explains
practical details on how to work through and apply change management within an organization.
Dynamism within change management is very prime to change outcomes. Part III shifts focus to
leading change. In this section, Hughes touches on the issues of leadership studies, the
dynamics of power, communication, and readiness to change. The purpose of this section is to
attest to the belief in the significance of leaders in the steering and facilitation of change
processes. It emphasizes the importance of good leadership, effective communication, and the
dynamics of power distribution in organizations. Part IV then builds up management and
leadership perspectives by joining the roles of managers and leaders in change initiatives. This
section will also discuss the tools and techniques that are helpful in the assessment and
sustainability of change, enabling organizational adaptation and growth in the present era of
continuous change. According to Hughes (2018), he has provided a comprehensive and well-
structured framework for understanding and managing change in organizations. This book
should be essential for any leader, manager, or professional committed to driving organizational
change efforts, as it prepares them with keen insights, practical strategies, and a whole look at
the change process.
Hughes' book emphasizes that leadership and management are the leaders of change in
organizations. In combining the study of management with the study of leadership theories, the
book emphasizes that these two concepts must be complementary for the success of change
projects. Hughes frequently connects theoretical concepts and principles with concrete
realworld examples and cases. The fact that theory is not only relayed but also applied to
practice helps the readers have a clear idea of how the principles play out in real-world
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organizational contexts. One of the outstanding points in the book is that Hughes always
encourages readers to think critically and challenge assumptions, rather than taking everything
for granted without thinking. He invites readers to analyze the research and data that support
typical organizational change principles. Through Hughes, the importance of being objective,
questioning one's thoughts, and trying to conceive novel ideas and concepts not within the
scope of traditional knowledge is highlighted (Hughes, 2018). At the end, he intends to leave
the readers, particularly at the upper levels of study organizations, with an in-depth knowledge
foundation and impressive analytical skills. Through practicing the delicate balance between
leading through change and managing it, as well as learning to see through a critical lens and
analyze changes, individuals can be prepared to handle the complexity and obstacles that occur
when organizations undergo organizational transformation. In the book, making the change
initiative sustainable and successful is the road map.
Section 2: Content Evaluation
As indicated in a research report by Bakari et al. (2017), authentic leadership plays a very
significant role in planned organizational change. The authors integrated the theory of planned
behavior into Lewin's three-step model. They found that authentic leaders play a substantial
role in readiness, commitment to change, and behavioral support for change initiatives. This
indicates the critical influence of authentic leadership in creating positive perceptions and
attitudes toward the implemented changes. The results of the study will further reinforce the
point of the importance of leadership in the success of organizational change, as presented in
the review of the literature within the book by Hughes on organizational change management.
The Bible says in Ephesians 4:11–12 that leadership functions and their purpose are to
help and enable people for their ministries. Here, the use of these verses emphasizes the
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positions of grace, such as apostles, prophets, evangelists, pastors, and teachers, who would
guide and nurture the faithful into the works of ministry for the edification of the body of Christ.
This biblical principle is closely related to the thought from Hughes' book that highlights the
crucial role of a manager and leader as an agent of change within an organization. Just like the
leadership positions mentioned in Ephesians, organizational leaders are expected to provide
effective leadership through guiding, supporting, and ensuring that the direction and
implementation of change programs are inclined towards growth and development in the
organization. The focus on developing and preparing individuals for their respective work can
naturally align with the premise that good leadership is necessary in the context of
organizational change. Leaders must prepare and enable their teams to develop a culture that
supports change and the appropriate support and mechanisms so that the employees can
adapt and participate effectively in the change journey.
Despite the widespread acknowledgement of Lewin's change model as a core planning
tool for organizational change, its linear approach and the perceived shortcomings in dealing
with the issue of continuous change have been seen as the main challenges (Hussain et al.,
2018). In contrast, a study by Bakari et al (2017) suggested a totally new three-stage model that
blends Lewin's model with the theory of rational planning and, at the same time, considers the
influence of authentic leadership. Their research indicates that authentic leaders have the
capacity to mobilize employees' preparedness for changes, ensure their involvement in the
change process, and inspire behavioral choice for the proposed changes. This fusion of Lewin's
model principles and principles of authentic leadership shows the importance of leadership in
attaining the successful transformation of the organization, and thus it addresses the major
concern of Hughes's book on the management of change. This new model also incorporates the
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impact of an individual’s attitude, subjective norms, and perceived behavioral control in
appreciating and supporting the transition process in organizations. The authentic leadership,
which sets an example of sincere and transparent behavior, serves as a catalyst for the
identified factors, making them more likely for the change to occur.
In addition, Burke (2022) studies regarding organizational development (OD) have been
one of the most effective prescriptive inputs into an intentional approach towards
organizational change. OD, in a nutshell, is an approach that emphasizes culture and leadership
to create conditions for discovering the need for organizational change and helping people
participate in the decision-making process. According to Burke, OD is the application of
scientific methods to tackle the needs for change or address particular problems in one
particular type of organization. This gives the interventions the added advantage of being
targeted and specific, hence yielding the desired results. That is the key point in relation to
member engagement, as experience tells us. The direct participation of employees and other
key parties spurs a sense of responsibility, devotion, and accountability for change initiatives. It
takes advantage of the collaborative brains and views of its participants; hence, the possibility
of successful change implementation and maintenance is always there. Burke’s insights provide
the main reason for the dual purpose of OD, as mentioned by Hughes in this book. OD involves
solving specific challenges calling for change in the organization, mainly in a manner that is
focused and precise. In OD, organization members are encouraged to participate and embrace
these improvements as necessary. This alignment of Burke's perspective with the values
provided in Hughes' book illustrates the requirement for a systematic yet integrative approach
to change in organizations: as a matter of fact, focused interventions and active member
engagement can serve as catalysts in the realization of the expected outcomes.
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Through Lewis' (2019) study of organizational change literature and current process
models, one understands the need for effective communication as it drives change initiatives.
The chapter starts with a historical overview of change theories and models and underlines the
relevance of communication and organizational structure in the change process.
Communication becomes central to Lewis' work as he emphasizes its role in bringing about
efficient organizational change. Achieving successful communication strategies would mean that
you should communicate your vision, rationale, and expected outcomes of a change initiative so
that stakeholders will understand, move in one direction, and support these initiatives.
Moreover, clear and honest communication lines can preempt resistance, address issues, and
maintain employees in the loop and on board with the process. By introducing the dynamics
that communication plays in organizational structures, Lewis deepens our comprehension of
organizing change. Through the information flow, decision-making mechanisms, and power
hierarchies within any organization, the success or failure of any change undertaking can be
greatly affected. By taking these structural factors into account, leaders and change agents
design communication strategies that are capable of handling the complexities of organizational
change. This point of view on communication and its role in change processes fits into the
knowledge provided in Hughes' book. By looking into the complex web of power and politics
within organizations, Hughes' work acknowledges their influence on leading through change.
Effective communication strategies allow you to deal with these power structures, build
coalitions, and align stakeholders around the same vision of change.
The book on organizational change by Hughes has reviewed most of the elements that
pertain to leading and managing organizational change initiatives. What remains interesting is
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further elaboration on some of the change management models and their application in real
life.
Stouten et al., (2018) outline ten evidence-based steps to effective leadership in planned
organizational change. These can help in providing a process framework that might base itself
on the theoretical underpinnings laid out in Hughes' book. For example, Stouten et al., (2018)
give some of the practical steps to be taken in an organizational change process, like creating a
sense of urgency, forming a guiding coalition, developing and communicating a clear vision for
change, empowering employees for broad-based action, creating short-term wins, and
institutionalizing new approaches. Integrating these practical steps would place Hughes' book in
such a way that it gives readers an all-round appreciation of how an organizational change
process can be managed. Moreover, these steps are empirical, based on evidence in the study
of Stouten et al., (2018) which, in the long run, legitimizes and makes the applicability of the
steps in various organizational settings more robust. Introducing such evidence-based models
within the work of Hughes will render practical utility, simultaneously backing the theoretical
frameworks with material real-life evidence. By bridging theory and practice, explicit change
management models, such as those proposed by Stouten et al., (2018) turn Hughes' book into a
complete source, whereby readers could become proficient not only in theory but also in
practical directions on how to cope with the complexity of organizational change initiatives.
"Managing and Leading Organizational Change" teaches the core ideas that blend with
my work in change management in organizations. The book highlights the vital contribution of
leadership to the success of any change endeavor, an observation that fortunately ties very well
with my own experiences. Strategic leaders are successful since they are able to motivate and
direct workers through the change process, resolve resistance issues, promote loyalty, and
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increase commitment (Rahaman et al., 2021). Besides that, the book highlights the importance
of change readiness, admitting that it plays a serious role in the change projects’ success. This
again refers to my experience because I have realized how crucial it is for employees to be
adequately prepared and assisted by management during times of change. Yet what the book
shows about the significance of communication and participation in change management fits
perfectly with my personal experience, which stresses the urgent necessity of proactive and
transparent communication that addresses the problem beyond just information sharing.
Similarly, the book also gives weight to individual differences as a concept; however, through my
experience, I have come to understand that this is not sufficient and requires consideration of
not only the individual views but also the unique organizational culture and context in which
the change is being affected. The book, however, focuses on the lifelong process of change and
development. The change process aligns with personal experience, during which the
consciousness of making appropriate changes at each step of the process seems crucial in
attaining the set goals.
Conclusion
"Managing and Leading Organizational Change" by Mark Hughes is a book that gives an
in-depth prescription for organizational change, addressed from management and leadership
perspectives. Its structured approach and the rich set of real-world experiences that the book
has to offer make this book a worthy addition to the shelves of both students and professionals.
Hughes' work combines theoretical concepts with practical applications and a complete image
of the many features defining organizational change.
While this book has many strengths, some areas in which readers may find it lacking
include the coverage of leadership theories, empirical evidence, ethical considerations, and
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biblical wisdom. Readers are best able to learn the most they can from the contents of an
organizational change book by discerning how the content of the book relates to their personal
experience, current research, course material, and Biblical principles. With this approach,
readers can gain the power to be effective change leaders with a sensitive understanding of the
forces active in organizational transformation. In conclusion, "Managing and Leading
Organizational Change" finally provides a great starting point for anybody concerned with the
dynamics of organizational change.
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References
Bakari, H., Hunjra, A. I., & Niazi, G. S. K. (2017). How does authentic leadership influence
planned organizational change? The role of employees’ perceptions: Integration of
theory of planned behavior and Lewin's three-step model. Journal of Change
Management, 17(2), 155-187.
https://psycnet.apa.org/doi/10.1080/14697017.2017.1299370
Burke, W. W. (2022). Organization development. In Oxford Research Encyclopedia of
Psychology. https://doi.org/10.109 (Burke, 2022) 3/acrefore/9780190236557.013.734
Burke, W. (2022). Organization development. In Oxford Research Encyclopedia of Psychology.
Ephesian 4:11-12. (1966). The Letter of Paul to the Ephesians. In The Holy Bible (Catholic
Edition of the Old and New Testament ed.). Ignatius Press.
Hughes, M. (2018). Managing and leading organizational change. Routledge.
https://doi.org/10.4324/9781351265966
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin's
change model: A critical review of the role of leadership and employee involvement in
organizational change. Journal of innovation & knowledge, 3(3), 123-127.
https://doi.org/10.1016/j.jik.2016.07.002
Lewis, L. (2019). Organizational change. In Origins and traditions of organizational
communication (pp. 406-423). Routledge.
Rahaman, H. S., Camps, J., Decoster, S., & Stouten, J. (2021). (Rahaman et al., 2021) Ethical
leadership in times of change: the role of change commitment and change information for
employees’ dysfunctional resistance. Personnel Review, 50(2), 630-647.
https://doi.org/10.1108/PR-03-2019-0122
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Rahaman, H. S., Camps, J., Decoster, S., Stouten, J., & Koch, J. (2021). Ethical leadership in times
of change: The role of change commitment and change information for employees’
dysfunctional resistance. Personnel Review, 50(2), 630–647.
Stouten, J., Rousseau, D. M., & De Cremer, D. (2018). Successful organizational change:
Integrating the management practice and scholarly literature. Academy of Management
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