This is my first post on this platform. It is the introductory portion of my series on Change Leadership. Enjoy!
Introduction
Despite the widely acknowledged need for change, leaders differ in their perceptions of how change can be effectively achieved. Because of the absence of a commonly accepted framework for articulating and implementing change, various change theorists and practitioners proceed to recommend contradicting perspectives.
Whereas economists concentrate on the supremacy of creating stakeholder value as a driving force for change, organizational behavior scientists prescribe the importance of employee involvement as a motivating tool for change and improved organizational performance.
Whereas the focus of some change theorists is channeled towards structure and systems, others are culture oriented. In some instances, planning and motivation are deliberate and predefined. In others, they assume an evolutionary and situational perspective. Leadership expectations are slanted either towards the superiority of hierarchical structure or participative management.
The profound disparity in widely acceptable standards for actualizing change is not unconnected with the high degree of frustration and failure that change practitioners have experienced in the process of change. Studies have demonstrated that many change initiatives routinely fall far below the expectations of organizational transformation. Despite these sub optimal performance outcomes, the contradictions and complexities associated with organizational change and its management have continued to prevail.
Economic uncertainty, increased competition, sophisticated demands, political changes, and interest and exchange rates movements directly impact the profitability of businesses and effectiveness of governments. This is more so if they fail to recognize the imperatives of change and the dynamism of the operating environment. Additionally, the evolution of global markets has engendered a new paradigm in change management and performance outcomes.
Changing demographics, legal and regulatory frameworks, and the emergence of a new knowledge economy have aggravated these developments. Every work organization or bureaucracy is bothered with the consuming need to become more effective. In the final analysis, the survival of an organization irrespective of the structure depends to a large extent on its ability to meet its goals and objectives. The efficient management of resources is therefore central to organizational development and improved performance.
Many research studies have consistently found out that substantial organizational changes undertaken in response to environmental discontinuities have beneficial effects, and that there is a positive correlation between leadership styles and organizational performance.
Furthermore, statistically significant relationships exist between measures of organizational culture and organizational performance. Invariably, management gurus and consultants have introduced various change implementation models that stipulate setting goals, measuring performance, providing feedback and coaching, and being generous with rewards and recognition.
2 replies on “Change Leadership – A Contemporary Perspective”
A thorough organizational change research work. Reminds me of my masters classes in MBO – Management By Objective. Incidentally, change is the only thing that is permanent but change itself is difficult. People are always afraid of change, they tend to say; ‘we have been doing it this way’ yet they will be expecting a better result. The truth is, you can’t get a better result when you continue in the same old way that has never worked. Speaking about the present recession in Nigeria, our Economic policy requires a total change – a paradigm shift…
Thanks for your comments. They are well articulated and presented.