The inspirational and supportive styles are most effective as these develop through exploiting opportunities of change in order to accomplish positive goals. The supportive style has the role to facilitate the work of employees and provide the necessary involvement of leaders by listening and cooperating. The maintaining phase involves overseeing the progress, guiding others, energizing, and assisting. Logical, inspirational, and supportive leadership styles would give positive results here. This phase is complex and needs a mix of actions and tactics.
Before we go further, we need to define and understand what change agent is. Change agent can be defined as people who take action to change the behavior of people and systems (Schermerhorn, Osborn, Hunt, & Uhl-Bien, 2012). Therefore, the leader must be able to transform by improving the habit of people and environment to the better one. As we go through all those leaderships theory, we had identify that transformational leadership theory is the most applicable to be as change agent.This can be proved by Dionne et al,. (2003) revealed that transformational leadership positively affects team communication, cohesion and conflict management.
These principles emphasize that the Risk Management process:- • Creates and protects value to the organisation • Is integral to all organisational processes • Forms part of the decision making process • Addresses uncertainty • Is systematic, structured and timely • Is based on the best available information • Is tailored • Takes into account human and cultural factors • Is transparent and inclusive • Is dynamic , iterative and responsive to change and • Facilitates continuous improvement Risk management requires a framework of design, implementation and monitoring to ensure its effectiveness in an organisation, through the development of a risk management plan. A risk management plan further describes the components and the specific approach and response of an organisation’s commitment to risk management. It involves an organisation identifying and defining the constituents of risk, whether derived from either regulatory requirements or identified sources of risk. A risk criteria is developed against the organisations values and objectives in preparation for assessment. Assessment of these risks requires three steps, identification, analysis and evaluation:- • Identification- The causes and consequences associated with the perceived risk must be identified, these risks may be determined through action or the inaction of an activity, the level
It is vital for organization leaders and executive management to identify positive and negative changes and accordingly take necessary actions. Similarly, McClean (2005) believed that the leadership challenges are involved
It is important to engage the employees in the critical thinking process, decision making process and setting a common subsidiary goal that will be able to help the specialists to merge well with the existing teams. Both the teams have administered to complete the implementation on the agenda as
Grievance I talk to my Team Leader, if they can’t help then I have to talk to my Line Manager and above. It has to be done in a timely manner, ASAP. 3. Conflict management It is a process of limiting the negative aspects of conflict while increasing the positive aspect of conflict. The aim is to enhance learning and group outcomes.
299). Furthermore, Yukl (2010) states that “Active resistance indicates the presence of strong values and emotions that could serve as a source of commitment for opponents who are converted to supporters” (p. 300). The resistance to change is a natural reaction, it is essential for whoever is leading the change to inquire, discuss, and learn the concerns and suggestions about the impending change from the people who will be affected by the initiative. Resistance from employees diminishes in direct proportion to the sincerity, clarity of vision, and openness from upper management. The creating of a compelling vision of the future, a leader can help bring those resistant in line with the
Millan (2012) points out many business failures are a direct result of utilizing the same mindset for problem solving that was used to create the problem. In order for problem resolution to occur, the underlying issue must be exposed, accountability procured, and new measures instituted to correct the situation. Failure to accept accountability ultimately leads to failure in problem resolution (Millan, 2012). The next method for embodying emotional intelligence is to alter the workplace mindset (Millan, 2012). The author asserts changing the mindset is important because businesses often operate under the guise of fear; meaning the fear of losing a job, fear of not meeting a deadline, or fear of delivering substandard work.
At the individual one, receptivity denotes person’s wish to consider change; at the organizational one it “refers to organization members’ willingness to consider proposed changes and to recognize the legitimacy of such proposal”. About the Mobilization, at the individual level it refers to the “concrete action taken by a person in the direction of change”; at the organizational one, it refers to the “process of rallying and propelling different segment of the organization to undertake joint action and to realize common change goals”. Mobilization involves collaborative know-how, the capacity to implement change that “cut across department, individual, and time” and it needs “active collaboration between team members”. Moreover mobilization during radical changes require emotional energy, “strong motivation and commitments promote strong effort to complete the action in spite of great difficulties”. In the end we should say that mobilization and receptivity interact.
The most fruitful success strategy for changing the organizational culture is to begin with leadership tools including a vision and mission, cement the change in place with management tools such as role definitions measurement and control systems. Furthermore, use the power of tools as coercion and punishment as a last resort when everything fails. However, there are frequent mistakes when a leader is trying to change the culture and these include: (1) Overuse of the power tools of coercion and underuse of leadership tools, (2)Beginning with a vision, but failing to put in place the management tools that will seal the behavioral changes in place, (3) Beginning with power tools even before a clear vision is in place. Leadership and organizational culture are widely believed to be linked in the process of change (Scheinnn 1986). Therefore, strategic leadership needs to be transformational, because culture change needs much energy and commitment to achieve outcomes.