Change Leadership Reflection

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As a new leader at Grand City University, evaluating the options was an exciting task. Innovative change leadership means seeking opportunities to explore change at the cultural level rather than looking at one event (Buller, 2015). The support of chancellors and faculty is helpful but the more support we can garner the better. Offering the responses that would create the most partnerships, finding the best way to improve for our good, and finding long-term solutions was my focus in this simulation.
A key learning I observed in this week's interactive media was the lack of a clear-cut right or wrong choice. With each challenge, both options seemed like they could be viable options. This simulation opened my eyes to the level of difficulty leaders face determining which response to offer and how it affects subsequent interactions. I am not aware if the offerings of the following challenges varied based on the prior response but thinking further about that scenario, I understand that one choice, as a leader, may change the course of subsequent challenges along the way. Most notably from my research preparing for the week, I found tuition was inelastic (Hemelt & Marcotte, 2011) though as a leader I cannot call all the students’ lost,
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This internal improvement based change is distinctive, interactive change. Change leadership is about involving others in the changing culture of innovation. It may be easier to make unilateral decisions and hand them down as with change management, however, given our environment that is sure to create rifts among stakeholders. Buller's (2015) explanation that even in times of reactive change it's beneficial to work toward cultures of innovation so that you can come to the best option. Managing emotions and expectations can prove labor-intensive, but the positive outcomes make it seem well worth the

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