As mentioned previously, it is important to generate short-term wins and celebrate them as milestones of progress are achieved. However, we must not delude ourselves regarding the high difficulty level and complexities associated with organizational transformation.
This is another write up in the continuation of the series on Change Leadership.
Leadership and Change
Research indicates that a democratic form of leadership is more amenable to the development of a coalition that is likely to produce effective organizational performance. A human relation, people-oriented approach is more likely to engender an atmosphere of satisfaction, congeniality and group cohesiveness.
Many of those in government have leveraged on the change mantra to navigate their paths to leadership. In most cases, the desire to crystallize change is genuine. However to achieve positive results, they have to fix archaic legacy structures and processes, and eliminate counterproductive rules and regulations. Other bureaucrats may wish to shoot for more ambitious goals that require a change of culture. The expanded use of collaboration tools like social media is one example of a big and important culture change.
Leadership and Change
As change phenomena alter personal, organizational and global paradigms, they concurrently provide opportunities for advancement. In order to better understand and manage change-related problems, the need for leadership becomes crucial.
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.