LB5234 Leading and Managing Organisational Change Report Sample
Assessment Aim: The aim of assessment three is to allow you to Critically Reflect on your initial views of Change leadership in assessment one; subject content; develop your own Meanings of issues; apply subject content to your own context and Discuss your APPROACH to change and change leadership as it relates to your current and future professional career.
Solution
Introduction
The aim of assessment three is to critically reflect on my previous views on change leadership, integrate subject content into the personal field and develop a main understanding of the change leadership approach. This assessment will explore an approach to change and leadership for University Assignment Help that applies insights to my present and future professional career.
Description
Initial understanding
By analysing the approach of this subject, my understanding of change leadership is primarily influenced by my observations in different professional settings. Before developing into this specific subject, my understanding in change leadership is specifically rooted in a set of experiences across various industries (Schäffer et al. 2021). Change leadership is a well-known multifaceted discipline and it focuses on effectively guiding and managing transitions within organizations. This specific initial thinking is basically shaped by the core exposure to theoretical frameworks such as “Lewis’s Change management model and Kotter's 8-step process” and it effectively examine the importance to address both emotional and practical aspects of change management.
Continuous Learning and Application
Analysing the entire course, the main understanding change of leadership approach that has significantly evolved. Initially it analysing the “process-driven approach”, it has effectively transformed into a more holistic and human-cantered practice. The main part of this changes is to inspire others change and it becomes more apparent, and it different leadership from more change management. The main role of the active listening, work empathy and inclusivity in leading properly that has become a significant evolution from earlier aspects. This transformation of this perspective is mainly supported by the deeper engagement with the key frameworks, such as “Kotter’s emphasis on the communication and the vision” and the “ADKAR models” that effectively focus on the individual journey through the change (Wentworth et al. 2020).
Reflective Practice and Adaptation
This changing subject has also developed with a strategic planning and core implementation skills, that specifying the need for a comprehensive approach to set the main change. The main focus will be applying this aspect to understand the real-world situations. Strategies such as developing a clear vision, promote inclusivity and maintain transparent communication as vital factors of effective change leadership. Moreover the importance of continuous learning has been recognized, signifying the basic need for increasing personal development to remain effective in the future leadership role.
Feelings
Initial feelings and Confidence
There is a specific sense of confidence in the existing leadership abilities, backed by the previous experiences to manage change. Moreover, there is some apprehension regarding how these traditional views on leadership basically evolve. Initially the changing leadership aspect was perceived as a straightforward process, with the main focus to guiding teams through the structured transitions. The emotional complexity and human-cantered aspects of the leadership were fully depreciated and it set a narrow perspective for what an effective change leadership truly developed in my knowledge (Martini et al. 2024).
Evolving Emotions and Insights
As this subject progressed, my initial feelings began to transform. Exposure to the new theories and the practical frameworks that revealed deeper layers of the changing leadership, signifying a mix of self-reflection and curiosity. I realized that effective leadership is not just about the direct to others view, it is regarding engaging teams and inspiring people on a personal level. This realization grew a main sense of the work fulfilment, knowing that I could approach leadership in a more holistic way. It also signifies renewed motivation to refine and expand my leadership skills and it recognizes this journey of learning is increasing future growth.
Evaluation
Demonstration of considered and thoughtful approach to Change leadership
This study holds the view that his approach to change leadership should encourage analysing processes before making changes, an approach that combines rationality with the emotional aspects of change leadership. To efficiently manage change I shall use recognized models such as Kotter’s 8-Step Process and the ADKAR Model because both have specific guidelines to follow. These models will help how to create a sense of urgency, define a clear vision and manage the employees during the change (Asikhia et al. 2021). I will ensure that I address issues to do with communication and participation with the view of avoiding any form of resistance. It will be relevant to develop the policies of lifelong studying and adaptability to changes in leadership, as change is hardly ever linear. Good practice will also be important in making sure that there is a constant appraisal of the progress, modification of the techniques to be used and the determination of the experiences that have been gained (Appelbaum, 2020).
My concentration on strategic planning skills, good communication skills, and thinking skills make me engage in change leadership with both vision and flexibility.
Articulation of Change Leadership Approach
Change leadership influences and enthuses personal advocacy by driving access a resources to build a vision and establish change for finite projects (Locke et al., 2024). To improve emerge of the change leadership concept, I evaluate my experience to articulate clear learning objectives with comprehensive understanding. Leading to change initiative in my previous role practical insights helps me to manage resistance with a comprehensive understanding of change leadership framework for change management and leadership. Clear learning goals align with actionable learning goals to set specific module outcomes. My practice experience provides me with valuable real-world context with CRM systems to apply theoretical knowledge. With the evaluation of initial leadership I have experienced both positive and negative experiences in articulating the change leadership approach, grasp the foundation of change leadership theories helps to articulate clearly. The understanding of change leadership and actionable learning objectives evaluates valuable experience in CRM systems. The theoretical framework provides me deeper delve into the practical context to recognise the areas of improvement in managing resistance. Exploring specific strategies to enhance the approach demonstrates the significance of leadership and communications. Different Leadership Strategies and the Impact of Change Initiatives evaluate cultural contexts to explore different rooms. Practical experience of real-world application provides theoretical knowledge, additionally, clear learning goals align with specific sets that allow for relevant goals and better outcomes. However, managing resistance is significant to acknowledge effective strategies. I have realised that I need to explore effective strategies to acknowledge the importance of managing resistance. Managing resistance and effective strategies are beneficial to evaluate different leadership styles. I need to analyze different styles of leadership to influence change outcomes for deeper understanding. Furthermore, cultural and ethical considerations impacted the change in leadership by reflecting cultural differences in the ethical dilemmas.
Analysis
The study of Change leadership frameworks includes the process of Kotter’s 8-step, change management model of Lewis and the ADKAR model to connect theories and practice as essential tools. Real-world applications require adaptations to the resistance encountered during the implementation of CRM systems (Musaigwa and Kalitanyi, 2024). I have analysed the need for clear communication and support to emphasize the theories and models. Different cultures of organizations influence outcomes with different leadership styles as the leaders impact the culture significantly. Strategic planning and effective skill of communication are crucial to managing effective change leadership (Alsharari and Daniels, 2024). Tailoring the strategies of diverse environments I was able to enhance my capability with a deeper dive. Theoretical frameworks provide string foundations to tailor the applications in the specific context. Leaders foster positivity in the workplace to manage the productivity of individuals, critical components of leadership and communications help to manage resistance with successful change initiatives. Effective communication improves transparency to manage the effectiveness of work (Purnomo and Ausat, 2024). Additionally, effective change leadership provides flexibility to adapt strategies to the changing situation. I understand the importance of continuous learning to develop strategic planning skills to improve communication and problem-solving skills. Managing resistance fosters collaboration in the ongoing process of development.
Conclusion
It can be concluded that this subject has effectively reshaped according to my understanding and approach to change leadership. Initially, in the additional views, my knowledge and skills have evolved into a more holistic, human-cantered practice that signifies the work inspiration, strategic planning and empathy. This journey through this proper subject developed my availability to lead the change effectively and also ensure my commitment to continuous learning and personal development. This evolution prepares me to approach future leadership roles with greater adaptability, confidence and understanding that means to lead the change.
My frame of change leadership is antithetical and comprehensible within a strategic-humanistic perspective that corresponds with best practices, such as Kotter’s 8-Step Process and ADKAR Model. I follow the principles of openness, the delegation of authority to employees and the willingness to change, acknowledging the fact that the change process implies managing people.
With a solid foundation of theoretical knowledge and practical experience, change models effectively synthesized personal experience to manage CRM implementation. Further development enhanced my effectiveness of understanding resistance to explore different leadership styles and consider change initiatives with ethical dimensions. I have understood the effectiveness of clear communication to improve the process and transparency of leaders. Additionally, effective leadership improves the ability to reinforce change by enhancing skills and behaviors. Exploring different leadership styles considering cultural and ethical dimensions includes learning and practical application to achieve goals.
Action Plan
Intention to practice change leadership in the future
In further positions, I would like to perform change leadership based on the analysis of the subject’s theories, techniques, and viewpoints, as well as the reflection of its application to one’s practice. My strategic approach to change will therefore entail the following considerations since change with significant human factors that need to be understood and addressed, change leadership is not just about getting new processes, technologies, structures or systems implemented, it is fundamentally about people and how they react to change.
By implementing Kotter’s 8-step process and the ADKAR model, I know that all change management initiatives that I shall embark on will be properly planned out, top-down and bottom-up, involving and comprehensive. For example, I will concentrate on creating awareness and demand for change by clearly communicating the need for change and developing a clear vision that will be easily understood by all the stakeholders. I will also aim to ensure that employees are not resistant to change by giving them the right tools and knowledge and ensuring they receive what they need to change from the organization uniformly as well as consistently.
It is to be noted that change is not linear and understanding how to make change happen and when change can or should happen is important (De Frenne et al. 2021). For this reason, I will put into practice the process of reflective practice. Practice reflectiveness by keeping a reflective journal on challenges faced, achievements made and lessons learnt.
In my case, there will be a keen emphasis on issues such as strategic planning and communication where I shall endeavour to set key and practical plans in line with the organizational goals and objectives while making sure all the participants in the actual planning process are aware of what is being planned, why, and how they can be involved in the execution of the set plans. Altogether, the help of these methods strengthened the focus on critical thinking and problem-solving (Ratana et al. 2020). I think I will be able to foster change initiatives that produce the desired results on the one hand and help to enhance the organization’s viability on the other.
Recommendation
References
Alsharari, N.M. and Daniels, B., 2024. Management accounting practices and organizational change aspects in the public sector: contextual/processual approach. Journal of Accounting & Organizational Change, 20(1), pp.177-204. https://www.researchgate.net/profile/Nizar-
Alsharari/publication/370552742_Management_accounting_practices_and_organizational_change_aspects_in
_the_public_sector_contextualprocessual_approach/links/65468f7db1398a779d5e8b90/Management-accounting-practices-and-organizational-change-aspects-in-the-public-sector-contextual-processual-approach.pdf
Appelbaum, S.H., 2020. Organizational diagnosis and organizational development model: integration of psychoanalytic determinants. Universal Journal of Management, 8(4), pp.181-194. https://www.researchgate.net/profile/Steven-
Appelbaum/publication/343366552_Organizational_Diagnosis_and_Organizational_Development_Model_
Integration_of_Psychoanalytic_Determinants/links/5f259b8d299bf1340497f903/Organizational-Diagnosis-and-Organizational-Development-Model-Integration-of-Psychoanalytic-Determinants.pdf
Asikhia, O., Nneji, N., Olafenwa, A. and Owoeye, O., 2021. Change management and organisational performance: a review of literature. Int. J. Adv. Eng. Manag, 3, pp.67-69.https://www.academia.edu/download/78574882/ChangeManagementandOrganisationalPerformanceA
ReviewofLiterature.pdf
De Frenne, P., Lenoir, J., Luoto, M., Scheffers, B.R., Zellweger, F., Aalto, J., Ashcroft, M.B., Christiansen, D.M., Decocq, G., De Pauw, K. and Govaert, S., 2021. Forest microclimates and climate change: Importance, drivers and future research agenda. Global Change Biology, 27(11), pp.2279-2297. https://psyarxiv.com/w5huz/download/?format=pdf
Locke, J., Corbin, C.M., Collins, V.K., Ehrhart, M.G., Goosey, R., Hatch, K., Espeland, C., Cook, C.R. and Lyon, A.R., 2024. Helping Educational Leaders Mobilize Evidence (HELM): The iterative redesign of the Leadership and Organizational Change for Implementation (LOCI) intervention for use in schools. Implementation Research and Practice, 5, p.26334895241242523. https://journals.sagepub.com/doi/pdf/10.1177/26334895241242523
Martini, B., Bellisario, D. and Coletti, P., 2024. Human-Centered and Sustainable Artificial Intelligence in Industry 5.0: Challenges and Perspectives. Sustainability, 16(13), p.5448. https://www.mdpi.com/2071-1050/16/13/5448
Musaigwa, M. and Kalitanyi, V., 2024. Effective leadership in the digital era: an exploration of change management. Technology audit and production reserves, 1(4/75), pp.6-14. https://www.zbw.eu/econis-archiv/bitstream/11159/653697/1/1885271115_0.pdf
Purnomo, Y.J. and Ausat, A.M.A., 2024. The Role of Value-Based Leadership in Shaping an Organizational Culture that Supports Sustainable Change. Journal of Contemporary Administration and Management (ADMAN), 2(1), pp.430-435.
Ratana, S.O.M., Raksmey, C. and Danut, D., 2020. Conceptualizing a framework: A critical review of the development of change management theories. Studies in Business and Economics, 15(2), pp.205-214. https://sciendo.com/pdf/10.2478/sbe-2020-0035
Schäffer, E., Stiehl, V., Schwab, P.K., Mayr, A., Lierhammer, J. and Franke, J., 2021. Process-driven approach within the engineering domain by combining business process model and notation (BPMN) with process engines. Procedia CIRP, 96, pp.207-212. https://www.sciencedirect.com/science/article/pii/S2212827121001037/pdf?md5=6e84fb47a6fae75508493369e868d7ae&pid=1-s2.0-S2212827121001037-main.pdf
Wentworth, D.K., Behson, S.J. and Kelley, C.L., 2020. Implementing a new student evaluation of teaching system using the Kotter change model. Studies in Higher Education, 45(3), pp.511-523. https://www.tandfonline.com/doi/abs/10.1080/03075079.2018.1544234
Fill the form to continue reading
Would you like to schedule a callback?
Send us a message and we will get back to you
Highlights
Earn While You Learn With Us
Confidentiality Agreement
Money Back Guarantee
Live Expert Sessions
550+ Ph.D Experts
21 Step Quality Check
100% Quality
24*7 Live Help
On Time Delivery
Plagiarism-Free
81 Isla Avenue Glenroy, Mel, VIC, 3046 AU
