LEADERSHIP OF CHANGE

Review of Chapter: Leadership of Change

Review of Chapter: Leadership of Change

Introduction

This essay will review the important concepts that are discussed in the book “Organisational Change” written by Senior Barbara. This book discusses various types of changes, which can be, brought in the organisation to improve its efficiency. This chapter of the book discusses the change from leadership point of view; it tells that how leadership can bring change to the organisation. The fundamental concepts are reviewed in the discussion part.

Discussion

Motivational and leadership qualities are not only essential for upper management in business, but these qualities are essential among employees, as well. Many people often have a tendency to be a leader, while some leasers go on to be effective leaders by learning successful leadership behaviours. Leadership is all about leading others. It is very important for leaders to understand that what will motivate others. If leaders want to create or continue a change they should know how to influence their followers (Barbara 2005, P. 246-290).

Leading is used to change channel motivation into practical use employee motivation is based on many factors. Employees stay motivated if they get various and different tasks to perform and the ability to grow, as well. It is very sad to that there are many workers who do not get chances to perform different tasks and a chance to show their ability and creativity.

Roles of leadership

Successful organizational change depends on leaders managers and bosses who have direct authority with people going through the change to support and execute change in their span of influence. Effective leaders acknowledge that their support is crucial to success and commit to doing their part (Barbara 2005, P. 246-290). The following is some of the roles leaders may play as they drive change in your organization (Barry & Hugh 2005, P. 13-65).

The Sponsor

Leaders act as advocates for change at their level in the organization. They are representatives who keep the change in front of their peers, the “higher-ups.” A Sponsor is the person who will not let the change initiative die from lack of attention, and is willing to use their political capital to make the change happen. The Sponsor is the champion.

The Role Model

Leaders of change must be willing to go first. They demonstrate the behaviours and attitudes that are expected of everyone else. Employees watch leaders for consistency between words and actions see if they should believe the change is going to happen. The Role Model is self-aware and deliberate.

The Decision-Maker

As managers, leaders typically control resources such as people, budgets, and equipment, and thus have the authority to make decisions that affect the initiative. They have the ability to say “yes” or “no” to the project moving forward within the span of their control. During change, leaders must leverage their decision-making authority and choose the options that will support the initiative. The Decision-Maker is decisive and sets priorities that support change.

The Voice

Leaders are the face and the voice of change. They communicate routinely to share information, keep people ...