Leadership Strategies for Implementing Change

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In order for new organizational strategies to be implemented successfully, effective leadership is required to rejuvenate the organization and assist employees with adapting to a changing environment. Successful implementation of the organization’s new vision requires management to provide a “big picture” to their employees, “as well as all of the sequential steps that lead to it” (Wharton Executive Education, (2010). Implementing Strategy: Leading Effective Execution). By GeneOne modifying leadership, the company will be able to proceed in a positive direction that will allow manager(s) to blueprint several strategies, select and implement a plan geared into the direction needed to be successful as an IPO. Throughout the subsequent points, I intend to provide guidelines on the leadership strategies required to initiate organizational changes, how to implement organizational changes and the strategies that have been selected to execute GeneOne’s organizational changes. Very good Leadership Strategies for Organizational Modification

Organizational change has become very prevalent when discovered amongst successful companies and plays a significant role in designing a lucrative business. Although “change is good”, it is important for management to accept that not all employees will be receptive to changes within the organization. Throughout the transformation, it is important for the organization to maintain a comfortable working environment and be prepared to handle the challenges that may stem from employees that may be resistant to change. Following are common reasons why employees and the organization as a whole may resist change: •Lack of trust: A basic reason for resistance to change is distrust of the people that proposed it. Even if there is no obvious threat, “a change may be resistant if people imagine hidden, ominous implications that will only become obvious at a later time (Leadership in Organizations (2006) Leading Changes in Organizations). •Belief that change is unnecessary: Opposition is more likely to occur if the current methods have been successful in the past and there is unclear evidence of crucial issues that require major modifications. If top management has stressed how well the organization is performing, convincing employees of the need for change may be difficult without solid reasoning. •Economic treats: Such threats occur when its good for the organization but, may result in employees suffering a loss of income, benefits, or job security, downsizing, layoffs, and replacing people with technology to improve processes ; thus the creation of resistance to change. •Relative high cost: Even when it is clear the changes will benefit the organization, the cost incurred when implementing the changes tend to be higher than the benefits. There is cost to train on new procedures, possible hiring of new resources and the loss in “performance invariably suffering during the transition period” (Leadership in Organizations (2006) Leading Changes in Organizations Chapter 10) while learning new procedures that replace the old. •Fear of personal failure: Change can make expertise obsolete when new ways of performing the task is required. Which can lead employees to lack self-confidence when they are required to trade procedures they have mastered in for new methods that are difficulty to master? •Treat to values and ideas: Modifications that are contradictory to employee values and ideas will cause resistance, especially when values are significant to the company’s culture. Good examples

The strategy that a leader utilizes to introduce changes within the organization will play an important role in how it is received by employees. Although the occurrence of the aforementioned resistance factors are possible, a negative can be transformed into a positive if a leader views resistance as energy that can be redirected to improve change, contrast to seeing resistance as a hindrance that...
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