Leader-Member Exchange Essay
Leader-Member Exchange LMX in Managing Resistance to Change
Mazen Al Ghadban
Amberton University
Course: Leadership Theory, Application and Skill Development
Assignment: 1
Abstract
This study suggests that the success in minimizing resistance to change in organizations relies on the quality of the relationships between followers and their leaders. Within the broad area of organizational leadership, the Leader-Member Exchange (LMX) theory has evolved into one of the more interesting and useful approaches for studying hypothesized linkages between the exchanged relationships, employees and their managers, and employee's acceptance to change. This research will discuss the need for organizational change, major reasons why people resist …show more content…
Theories of change describe the effectiveness with which organizations are able to modify their strategies, processes, and structures. The rate of major organizational change has accelerated dramatically in this decade. Experts have estimated that 30 years ago, the largest companies typically had only one or two simultaneous enterprise-wide change initiatives; however, according to a corporate executive board CEB organizational research available today: A typical organization has undertaken five major firm-wide changes in the past three years; 73% of the organizations expect a greater number of changes over the next three years; only 34% of the organizations are clearly successful at managing change. Major change initiatives are not limited to big companies. According to the society human resource management SHRM (2007) change-management survey report, 80% of organizations had planned or implemented major organizational initiatives requiring change management during the previous 24 months. Different organizations use different organizational change models to remain competitive in the marketplace (e.g., the positive model; the action research model; Lewin's model; Kanter, Stein, and Jick, 1992; Kotter's model, 1996; and Luecke model, 2003) all of these studies showed that leadership is the key factor for the process of change. As change initiatives have become more frequent and widespread, the importance of managing individuals through change has gained credence. Many corporate leaders have concluded that failing to manage employees through change can be costly. Employees who are dissatisfied with or upset by a change are generally less
Mazen Al Ghadban
Amberton University
Course: Leadership Theory, Application and Skill Development
Assignment: 1
Abstract
This study suggests that the success in minimizing resistance to change in organizations relies on the quality of the relationships between followers and their leaders. Within the broad area of organizational leadership, the Leader-Member Exchange (LMX) theory has evolved into one of the more interesting and useful approaches for studying hypothesized linkages between the exchanged relationships, employees and their managers, and employee's acceptance to change. This research will discuss the need for organizational change, major reasons why people resist …show more content…
Theories of change describe the effectiveness with which organizations are able to modify their strategies, processes, and structures. The rate of major organizational change has accelerated dramatically in this decade. Experts have estimated that 30 years ago, the largest companies typically had only one or two simultaneous enterprise-wide change initiatives; however, according to a corporate executive board CEB organizational research available today: A typical organization has undertaken five major firm-wide changes in the past three years; 73% of the organizations expect a greater number of changes over the next three years; only 34% of the organizations are clearly successful at managing change. Major change initiatives are not limited to big companies. According to the society human resource management SHRM (2007) change-management survey report, 80% of organizations had planned or implemented major organizational initiatives requiring change management during the previous 24 months. Different organizations use different organizational change models to remain competitive in the marketplace (e.g., the positive model; the action research model; Lewin's model; Kanter, Stein, and Jick, 1992; Kotter's model, 1996; and Luecke model, 2003) all of these studies showed that leadership is the key factor for the process of change. As change initiatives have become more frequent and widespread, the importance of managing individuals through change has gained credence. Many corporate leaders have concluded that failing to manage employees through change can be costly. Employees who are dissatisfied with or upset by a change are generally less