Change leadership defines ability to enthuse as well as influence others by personal motivational drive, advocacy and vision. It takes into consideration to access resources to develop a well-established platform for change. Along with this, change leadership is considering as a key in motivating and selecting a high-skilled performing team. Competencies refer to ability of an individual to use, connect and activate obtained knowledge as well as experience in unpredictable, diverse and complex situations. Additionally, leadership competencies also refer to ability of an individual to use efficiencies and knowledge that is necessary for accomplishment of appointed tasks. This report usually illustrates importance of change leadership competencies by analysing areas of strength as well as gap. Additionally, it also analyses implementation of development change leadership through a theoretical framework.
Reflection on competencies of change leadership
I truly understand that effective change leadership requires possessing three essential skills, which provide an interrelated connection between people part of change and procedure part of change (Stacey, 2007). The self relfection of these three competencies are mentioned below:
- Commit
I assume to become a successful leadersbecause of my own beliefs and behaviour regarding essential change (Andriukaitienėet al. 2017). I consider that change is very difficult; moreover, such difficult change occurs due to strong potential as well as efficiencies of leaders. Therefore I take into consideration initial decision of leaders to step out from their comfort as well as a safe zone. Thus, taking a risk can make a significant change in behaviour of leaders as well as organisation structure. I have high level of commitment and therefore easily could add leadership changes competencies so that the personal career growth and organization targets can both be achieved simultaneously.
- Collaborate
I like to collaborate and consider that it brings out synergy in the decision making process. But the level of faith that I have in others is limited. Therefore I want to apply even more change leadership competencies so that depend on the expertize, skills and years of experience that other people carry along. I think that the change leadership requires people to make people involved in decision-making process; thus, they can contribute an individual opinion.
- Communicate
I communicate well, but consider that even better outcomes can be achieved in my communication methods. Therefore I prefer to bring change in leadership competencies related to communication so that link and addressing issues and thoughts can be achieved in a better and more professional way. I have seen that leaders are sometimes failed to communicate with others about important things and this creates misunderstandings and issues. Therefore with improved communication system I think that my management system can effectively communicate with others about profitable activities.
1.1. Strength and gap of change leadership
I have various strength and gaps in my that require immediate deployment of change leadership. My strengths and gaps in leadership and the utter need to apply change leadership are stated below.
- Strength:
- I prefer to apply engagement of employees in several activities, for example, in decision-making process.
- I consider communication as the vital source to reduce stress of employee by increasing motivational working environment, and it also provides a compelling sense of control.
- I am a committed leader who is dependable and approachable when needed.
- Gaps:
- I can prove to be a disruptive if the working structure and employees are not efficient enough to give me the desired outcomes and accomplish their target goals for the organization.
- I can easily fall into issues with employees because of my extrovert behaviour and overconfident nature. I may disagree with new leaders to showcase my ability to take decisions in a better way. (Domingueset al. 2017)
- I don’t like to communicate to people who are not good listerners and therefore avoid. As a result I may lost their alignment of efforts along with me and my team for accomplishment of target goals and outcomes.
2. Analysing and identifying workplace examples of change
Management system of Tesco Company has adopted a democratic or participant leadership style. This leadership style helps to possess decisions as well as opinions of employees. In order to make a change in leadership style based on working structure, management system needs to adopt “Transformational Leadership style”. This type of leaders is considering initiating changes in organisation and it takes into account to motivate others to incorporate more activities. As proposed by Engelbrecht, Wolmarans and Mahembe (2017), this type of concerned leaders is willing to set challenging activities for achieving goal of success. It takes into consideration to motivate followers to cross their limitations for gaining more outsider knowledge.
Advantages of transformational leadership style
Management system can achieve several advantages by incorporating a transformational leadership style, and such advantages are mentioned below:
- This leadership style will mitigate issues regarding employee turnover.
- It takes into consideration to provide employees enthusiasm towards their responsible tasks (Heylighenet al. 2016).
- Additionally, it takes into account full engagement of an individual in organisational activities.
- Along with this, this type of leadership encourages ongoing learning activities as well as development of an organisational working process.
2.1. Analysing of Miller’s four (4) stages of change beliefs
Stage-1- Novice
This stage of belief evaluates that people will change after understanding importance of their required changes. Communication is required to be a key element for this change (Jenkins and Allen, 2017). By considering this, it can be assumed that people are well-knowledge, and it takes into account that people can follow their self-interest. Ultimately this change will be controlled by power of people, and this change is considering sanction into compliance.
I consider myself at the Novice stage of change leadership when it comes to dealing with anxiety and emotional stability. I easily become convict of anxiety and emotional disturbance in my personal and professional life. I take things personally and react so soon that later I mostly regret my actions. Therefore I need to work on brining change leadership competencies for dealing with anxiety and emotional stability
Stage- 2- Junior
This second belief stage illustrates that people change by explanations as well as effective communication (Kouzes and Posner, 2007). People will become a faithful participant when they are starting to believe in this vision. It takes into consideration group meetings as well as implication of symbols. Regarding this, it can be assumed that if people sold on this mentioned belief, people would change. Additionally, organisational management systems can use sanctions as well as power.
I consider myself at Junior stage in action orientation. Although I am personally a highly motivated person, but, do not intend to make other work irrespective of their will. As a result I have lost my target accomplishments. The use of motivation techniques are therefore of no use until an action orientation leadership is applied through strict instructions and guidelines to others.
Figure1: Miller’s four stages of beliefs
(Source: Created by author)
Stage-3 – Experienced
This third stage evaluates that people are not willing to change and to convince them, outsider specialists need to develop a strategic as well as influencing plan. In words of Moye, Mueller‐Hanson and Langfred (2017), it takes into consideration to assist people to make changes that seem to be manageable. Regarding this, staff members will be able to commit to process of change, and there is no need for sanctions.
I am at highly experienced stage as far as confidence and openness are concerned. I have years of experience and faith in my concept and outlook toward real life deployment of leadership. I apply democratic and participative leadership and believe that people work best when they are allowed to work using their personal skills, knowledge and experience. Therefore I am always open to new ideas and support others by giving them confidence in trying new things.
Stage-4- Expert
This belief stage analysed that people contain very small ability to make significant changes. Thus, some people do not want to make changes. These people are taken into consideration of sanction compliance. Moreover, these concerned ideas are required to possess a more significant overhaul. This overhaul is required to motivate people to fully embrace changes (Salas, Dinh and Reyes, 2019). Hence, people will be able to achieve scomprehensive as well as manageable changes.
I am at expert level as far as risk tolerance is concerned. I have the ability to identify issues in advance, make an estimate of risk and risk tolerance required. Therefore on time plans and proactive actions are taken by me in personal life and professional life to accomplish avoidance or mitigation of risk.
3. Recommendation for development of change leadership
The following are the recommendation for development of change leadership in me.
- Effective communication skill
I will work in bringing effective communication skills in the professional and personal fronts of life. I think that the change leadership requires possessing effective communication skills for establishing friendly relationships among all sorts of people within an organisation. As viewed by Simpson, Holberton and McAndrew (2019), it takes into consideration ability of leaders to deal with different people and having this skill; leaders can mitigate issues related to difficulties of language. Along with this, it enables leaders to allocate working processes as well as responsibilities among employees. Having this quality, I will be able to evaluate values as well as goal of success among all workers that will be beneficial for organisation.
- Strong vision
I need to work on bringin strong vision for tomorrow so that the present decision making can be done accordingly. I think that the change leaders need to possess ability to set a strong vision for a future where an organisation can perform largely (Sosik et al. 2019). In order to increase this ability, leaders need to exercise competitive challenges and decision related to major risk. Such risk-taking decisions can increase efficiencies as well as knowledge of leaders. Having such efficiencies, I can be able to run organisational management system successfully.
Figure2: Recommendation
(Source: Created by author)
- Interpersonal skill
I need to add more interpersonal skills along with effective communication skills, which can help me as a change leaders need to gain ability to listen to opinions of others for leading required changes successfully. As proposed by Stilwell, Pasmore and Shon (2016), it takes into consideration to make leaders flexible in dealing with different types of opinions of employees. Having such capability in me I can work an efficient change leaders to maintain consistency within working environment.
- Team management skills
I need to develop team management skills because it is vital to attain team support for accomplishment of goals and objectives. For this purpose a leader must be respected and the team members should have faith in him. I want to learn methods and actvities that attracts respect and faith of people. In addition to that I want to learn effective team management skills to manage groups of people in a team as one team members.As stated by Bunting (2016), change leadership can create several issues among workers as well as working atmosphere. Thus, it requires me to possess good team management ability for conducting as well as maintaining the working structure of an organisation. Having effective team management skills, my teammates will be able to cooperate with changing leadership styles.
3.1. Implementation of an action plan for development of strength area
| Skills | Actions | Impact |
| Technical skills | Joining a technical skills class. | It will increase my technical efficiencies as well as ability. |
| Administrative skills | Getting training in an organization. | It will enhance my ability as leader to deal with issues regarding administration (Will, 2016). |
| Time-management skills | I will set time for all the activities of day and set priorities of future goals. | It will increase my ability of a change leader to set a proper time for achieving goals of success. |
| Communication skills | I will participate in academic case studies, conference meetings, hosting of new events and learning process. | I will have effective communication skills, develop flexible relations among employees and managers. |
Table 1: Action plan for development of strength
4. Theoretical framework for strategic issues
4.1 Theory of Emergent and Incremental Change
This theory shed light on fact that change is considering to initiate in an unplanned as well as unpredictable way. As stated by Burnes and Bargal (2017), this unplanned way occurs due to adaptation and involvement of innovative technology. Conversely, implementation invests for betterment as well as improvement of competencies of members of organisation due to adaptation of new technology.
It also takes into consideration to improve process of management as well as organisational structure. This theory also illustrates that significant useful changes into minimum increment not only able to manage new changes; however, it can reduce issues regarding new changes (Beer, Eisenstat and Spector, 1993). It takes into consideration flexible structure of an organisation that is an essential assumption of this theory.
Figure 3: Theoriesfor strategic issues
4.2. Theory of Temporal Planned Change
This theory examines time dimensions as well as content of change, and it takes into consideration that change occurs by its purpose. As viewed by Tavis and Steckler (2014), it also evaluates that perspective of time has a powerful impact on specific change of organisation. It takes into account four interventions of change, such as engineering, teaching, commanding and socialising. These four interventions direct different types of changes. For example, engineering is required to possess changes in understanding and design of working process. Commanding is considering necessary actions to be taken for changes. Conversely, teaching is required to provide a logical guidance method for changes.
Conclusion
Hence, it can be summarised that as an effective change leader, I need to possess motivational efficiencies to motivate as well as influences others towards occurring changes. Having this quality, I will be able to motivate a group of people towards new innovative working structures as well as new working processes. Additionally, I will take into consideration the best approach to convince employees to accept change in leadership style. Thus, it concludes that I need to show interest in working with a diverse work culture that will help to increase productivity or an organisation.
Reference list
Books
Bunting, M., 2016. The mindful leader: 7 practices for transforming your leadership, your organisation and your life. New Jersey: John Wiley & Sons.
Heifetz, R.A. and Linsky, M., 2014. Adaptive Leadership: The Heifetz Collection (3 Items). Brighton: Harvard Business Review Press.
Stacey, R.D., 2007. Strategic management and organisational dynamics: The challenge of complexity to ways of thinking about organisations. London: Pearson education.
Journals
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Bakari, H., Hunjra, A.I. and 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), pp.155-187.
Burnes, B., Hughes, M. and By, R.T., 2018.Reimagining organisational change leadership. Leadership, 14(2), pp.141-158.
Domingues, A.R., Lozano, R., Ceulemans, K. and Ramos, T.B., 2017. Sustainability reporting in public sector organisations: Exploring the relation between the reporting process and organisational change management for sustainability. Journal of environmental management, 192, pp.292-301.
Engelbrecht, A.S., Wolmarans, J. and Mahembe, B., 2017. Effect of ethical leadership and climate on effectiveness. SA Journal of Human Resource Management, 15(1), pp.1-8.
Heylighen, A., Schijlen, J., Van der Linden, V., Meulenijzer, D. and Vermeersch, P.W., 2016. Socially innovating architectural design practice by mobilising disability experience. An exploratory study. Architectural Engineering and Design Management, 12(4), pp.253-265.
Jenkins, D.M. and Allen, S.J., 2017. Aligning Instructional Strategies with Learning Outcomes and Leadership Competencies. A Competency-Based Approach for Student Leadership Development: New Directions for Student Leadership, Number 156, p.43-45
Moye, N., Mueller‐Hanson, R. and Langfred, C., 2017. Assessment for Leader Development. The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention, pp.353-375.
Salas, E., Dinh, J. and Reyes, D., 2019. What Makes a Good Team Leader?. The Journal of Character & Leadership Development, 6(1), pp.88-100.
Simpson, C., Holberton, D. and McAndrew, D., 2019. What Makes a Successful Risk Leader?. Risk Management, 66(3), pp.44-50.
Sosik, J.J., Chun, J.U., Ete, Z., Arenas, F.J. and Scherer, J.A., 2019. Self-control puts character into action: Examining how leader character strengths and ethical leadership relate to leader outcomes. Journal of Business Ethics, 160(3), pp.765-781.
Stilwell, R.A., Pasmore, W.A. and Shon, D., 2016. Change leader behavior inventory: Development and validation of an assessment instrument. The Journal of Applied Behavioral Science, 52(4), pp.373-395.
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Will, T.E., 2016. Flock leadership: Understanding and influencing emergent collective behavior. The Leadership Quarterly, 27(2), pp.261-279.
Burnes, B. and Bargal, D., 2017. Kurt Lewin: 70 years on. Journal of Change Management, 17(2), pp.91-100.
Beer, M., Eisenstat, R.A. and Spector, B., 1993. Why change programs don’t produce change. Managing change, 2.
Tavis, A.A. and Steckler, S., 2014. Always on the change journey: a conversation with David Nadler. People & Strategy, 37(1), pp.57-60.
Heifetz, R.A. and Linsky, M., 2002.A survival guide for leaders. Harvard business review, 80(6), pp.65-74.
Kouzes, J.M. and Posner, B.Z., 2007. The five practices of exemplary leadership. The Jossey-Bass reader on educational leadership, pp.63-74.