Leading Organizational Development: The Most Effective Approaches Essay Help For Free

Table of Contents
Executive Synopsis Introduction Strategic Management Process Considerations for Formulation of Strategy Change Management Methodology Minimization of Change Resistance Leadership Theories and Styles Conclusion Bibliography

Executive Synopsis

Leadership in organizational growth has a significant impact on the strategic management process, particularly when it aids in the definition of functions and vision. This paper examines the most effective approaches to organizational development leadership, focusing mostly on strategic processes and change management. Evaluation progressions promote and support the organization's continuous improvement.

The strategic management process is not limited to a list of instructions and has a pragmatic approach to organizational success. Since firms are continuously subject to change, an efficient management process is essential for their growth. Recognizing critical improvements, preparing for change, providing resources, assessing opposition, celebrating accomplishment, and continuously improving are crucial aspects in the change management process that ensure success. Effective communication should be essential at every level since it facilitates the identification and removal of impediments.

The scenario and contingency theories concur that no leadership style is applicable in all situations. An autocratic leadership style impedes interaction and communication, which are essential for an organization's success. In contrast to authoritarian leadership, democratic leadership positively impacts organizational performance.

Introduction

Organizational development leadership is a significant factor in a company's failure or success. It has a significant impact on the strategic management process, particularly when it aids in determining the organization's operations and vision. It also guides organizations in the implementation of effective policies that contribute to their success. Focusing mostly on strategic processes and change management, this research tries to provide the most effective method for directing organizational development. Leadership in organizational growth necessitates proper evaluation to ensure the success of the entire process, which facilitates the identification of deficiencies and change management-aligned practices. Evaluation techniques generate and sustain the organization's continuous development (Goksoy 110-113).

Leadership in organizational development aids in determining an organization's existing standing, the likelihood of its continued success if it continues on its current path, and the strategies it should adopt to achieve greater success.

Process of Strategic Management

The strategic management process is based on an idealistic view of organizational performance, going beyond a collection of rules to be followed. Before applying its insights to organizational procedures, the management team should first think strategically. The most effective execution of strategic management processes occurs when the leader ensures that each stakeholder understands the organization's policies. Goal-setting (clarification of vision), analysis, formulation of a strategy, implementation, and monitoring are the five major decision categories to consider in the strategic management process (evaluation and control).

The purpose of goal-setting is to define the organizational vision (Donate and Pablo 360-362). This includes defining long-term and short-term goals, determining the optimal progression for achieving goals, customizing operations for personnel while providing every stakeholder with tasks at which they can excel, and developing a mission statement. It is vital to ensure that the established objectives are specific, achievable, and consistent with the vision's principles.

Analysis is a significant decision category that drives other strategic management processes. Under this category, it is necessary to collect as many relevant details and data as possible in order to realize the corporate vision. Focus of analysis should be on understanding the demands of the organization as a sustainable institution, its strategic management, and the identification of growth strategies (Jabbar and Hussein 99-103).

Internal and external factors that may affect the objectives and goals of the company are thoroughly analyzed. The initial step in formulating a plan is to examine the data acquired from the analysis. Determine the organization's available resources that can aid in the achievement of its objectives. After determining the urgency of organizational issues, the required approach and alternative practices for each phase of the plan are produced.

Strategic implementation is essential to the success of organizational processes. This is the implementation phase of strategic management. Prior to initiating the implementation phase, revisions must be made if the formulated plan does not align with the organization's current structure. Once adequate funding and resources are available and all parties are prepared, the plan should be implemented (Al Khajeh 5-7). Evaluation and management of external and internal issues enables management to discover any significant deviations in the business environment. If it is determined that the strategy is hindering the organization's growth, corrective measures must be done.

Considerations for Strategy Formulation

When establishing a plan, management must evaluate a variety of variables. These include articulating a vision and mission, evaluating the internal and external environment, establishing objectives, and determining action measures. Vision is an aspirational statement that outlines what the company aspires to become through time, whereas mission describes its raison d'être. Realistic identification of the organization's limitations and strengths, such as people resources, funds, equipment, and processes, is required in order to comprehend the internal and external environments.

It also involves identifying dangers and opportunities, such as economic, demographic, and political elements that influence the operations and growth of the company (Al Khajeh 6-7). When assessing to develop organizational goals, it is necessary to establish objectives that are explicit, quantitative, attainable, realistic, and time-bound. Action steps should ensure that an organization advances toward its objectives, achieves its objectives, and realizes its long-term aspiration.

Change Management Methodology

Since organizations are continually subject to change, an effective management process is essential for their growth. Identifying critical improvements, preparing for change, giving resources and utilizing data for evaluation, monitoring resistance and risks, celebrating achievement, and continuously improving are crucial to the effectiveness of the change management process. Examining the people and physical resources that will contribute to the growth of the company is required for identifying changes. Understanding the necessary alterations provides a solid foundation for transparency, simplicity, and efficient execution (Al Khajeh 5-9).

Planning for change establishes the starting, the path to be followed, and the objectives. After planning, management should seek the provision of change-related resources, funding, and information. The clarity of clear reporting on the change's progress promotes effective communication, the distribution of resources in an appropriate and timely manner, and the measuring of success and objectives. The availability of open and transparent channels of communication throughout the process is a vital element of all change management techniques.

In the change management process, resistance and dangers must be monitored. If resistance is not effectively addressed, it may endanger the success of the action plan. It stems primarily from the fear of the unknown when a significant number of risks are associated with the impending change. By providing change leaders with the essential tools and methodical techniques for managing resistance, anticipation and preparedness enable a seamless change process. Success celebration is essential for recognizing achievement milestones (Hornstein 291-293). For increased organizational success, it is essential to recognize the work of individual employees and teams involved in the transformation process.

Additionally, it facilitates the adoption of the implemented change and the management process. Regardless of how excruciating and challenging the implementation of change may be, it should be an ongoing process because the organization is continuously developing. Even change management techniques should be continuously modified based on the nature of the issue at hand. Clear communication should be a crucial element in each phase, as it facilitates the identification and elimination of obstacles. Dedication to assessment and analysis of organizational processes assists in determining when change is necessary, the relevant data, and necessary resources.

Minimization of Change Resistance

A variety of methodological methods to leadership and development helps to reduce organizational change resistance. They consist of proper communication in advance, encouragement of participation, and establishment of confidence. Before implementing a change, organizational leaders should notify employees who will be impacted by the underlying plans about the rationale behind it, its nature, when it will be necessary, and its potential influence on their operations. As far as feasible, it should be avoided to conceal information on how the intended change would likely impact the lives and practices of employees (Hornstein 291-295). However, in order for an organization to survive in a competitive environment, it may be necessary to hide some knowledge regarding future changes until just prior to their implementation.

Transformation leaders should encourage employee participation in the change process. People who are actively engaged in the occurrence of change are likely to be supportive of the organization's future attempts. They are pleased with the organization's progress and feel indispensable to its growth. In order for employees to embrace planned efforts, management should also engage in actions that foster trust (Kirk 45-46).

If leaders have a reputation for providing workers with timely and trustworthy information, their explanation of the relevance of change may be accepted. If employees have faith in their leaders, difficulties are likely to be reduced, notwithstanding the possibility of occasional resistance to change.

Leadership Theories and Models

With the assistance of a team-based coach, leaders should receive and implement feedback on decision-making processes, conflict resolution methods, and teamwork behaviors for effective organizational leadership and development. The team-based coach must formulate and critically evaluate hypotheses that influence decisions and behaviors on management, leadership, teamwork, and relationship building (Amis 25-27). However, certain assumptions, such as the requirement for layoffs to increase organizational success, may result in organizational failure as a result of the departure of exceptionally brilliant employees.

This implies that change leaders and team-based coaches thoroughly evaluate existing leadership theories and styles. Contingency theory focuses on environmental elements that may determine the optimal leadership style for a given circumstance. This notion asserts that no leadership style is applicable in all circumstances. Effective management does not merely comprise a person's qualities. It should strive to achieve a balance between behaviors, needs, and situations. Successful managers must be able to evaluate the demands of their employees, examine the problem thoroughly, and alter the necessary aspects accordingly.

Situation theory asserts that managers should choose the most effective course of action based on the nature of the problem at hand. This implies that various leadership styles are suitable for various types of decision-making. If the manager is the most knowledgeable and skilled member of the organization, for instance, the autocratic style is the most appropriate. However, if every member of an organization is a skilled professional, a democratic model is the best fit.

Autocratic managers are not creative and only promote one-sided communication, which severely impacts employee motivation and team satisfaction. Although it may be effective in the short-term, an authoritarian leadership style impedes socialization and communication in the business, which are essential for achieving high performance (Kirk 44-46). It also leads to organizational conflicts that hinder effectiveness overall. The autocratic style is effective in situations where projects must be completed within a tight time frame.

Unlike authoritarian leadership, democratic leadership positively affects an organization's performance. It enables individuals and teams to make and communicate decisions to change leaders and management. In a democratic style of leadership, the boss delivers criticism and compliments without bias, and employees develop a sense of responsibility (Amis 25-27). In addition to engaging in the decision-making process, employees have the opportunity to articulate and implement their unique ideas, which contributes to the good performance of firms. In addition, the democratic style of leadership prepares future leaders and fosters long-term organizational growth.

Conclusion

Leading organizational development assists managers in the execution of effective policies that enable them to grow. This necessitates a thorough evaluation to ensure the success of the entire progression, which allows the identification of limitations and appropriate change management strategies. Before implementing organizational change, it is necessary to establish goals that are explicit, measurable, realistic, practical, and time-bound. Achieving success requires ensuring open and effective communication throughout the process. Different leadership styles are suitable for various types of decision-making and circumstances.

Sources Cited

Al Khajeh, Ebrahim. Journal of Human Resources Management Research, volume 1, issue 1, page 1-10, 2018, "Impact of Leadership Styles on Organizational Performance."

Understanding Organizational Change and Innovation: An Interview with Mike Tushman. Journal of Change Management, vol. 18, no. 1, 2018, pp. 23-34.

Donate, Mario and Pablo Jess. Journal of Business Research, volume 68, number 2 (2015), pages 360-370, "The Role of Knowledge-Oriented Leadership in Knowledge Management Practices and Innovation."

Journal of Education and Training Studies, volume 3, number 4, 2015, pages 110-118, Süleyman Goksoy, "Distributed Leadership in Educational Institutions."

Hornstein, Henry. Integration of Project Management and Organizational Change Management is Currently Required. International Journal of Project Management, volume 33, number 2, pages 291-298, 2015.

Jabbar, Ali, and Ali Hussein. “The Role of Leadership in Strategic Management.” International Journal of Research-Granthaalayah, vol. 5, no. 5, 2017, pp. 99-106.

Kirk, Michelle. “Be the Change: Driving Digital Transformation in Your Organization.” Information Management, vol. 52 no. 3, 2018, pp. 44-46.

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