How a Leader in a Professional Context Can Challenge the Status Quo and Make a Positive Difference - Term Paper Example

?Leadership INTRODUCTION Every leader who desires to create their prominence in the respective context needs to challenge the ‘status quo’. ‘Status quo’ represents the ‘sate of affairs’ that are prevalent within present context. Challenging the status quo can induce a set of desired improvements. ‘Social movement’ is considered as an enhanced example of challenge with regard to ‘status quo’. However, it requires open thoughts, open heart and open determination. Having open thoughts necessitates continuous learning and development. A depiction of ‘openness’ with regard to others’ ideas enables to foster invitation for participation as well as an enhanced level of qualitative interactions in between the leader and the follower. In this context, it can be said that having open heart requires leaders to stimulate and encourage others for taking a chance to foster desired changes. On the other hand, having open determination necessitates leaders to take risks and brave steps. Essentially, making a positive difference in the professional context requires executing the unconventional aspects. Every challenge includes confrontation of status quo. This denotes that in order to make positive differences, leaders will need to experiment the unconfirmed aspects, dug deep in the implicit aspects and challenge the unrestrained parts (Wren, Hicks and Price 3-47). THESIS STATEMENT Focusing on this aspect, the paper discusses how a leader in a professional context can challenge the status quo and make a positive difference. The objective of the paper is to identify the challenges which can be faced by a leader while making the difference. Furthermore, the paper also intends to develop a plan for changing the present professional context. In line with this aspect, the paper further provides examples of two exceptional leaders in the field of politics who had made positive differences in their field namely Franklin Roosevelt and George Washington. PLANNING FOR CHANGE AND IMPROVEMENT IN PROFESSIONAL CONTEXT In the professional field, change has become a common mode of operations for most of the organizations. The change initiatives are intended to improve the performance of organizations. One of the key skills required for a leader to commence such changes is ‘context thoughtfulness’, i.e. the capability to understand the context and accordingly plan methods for change which would be effective for such a context. Successful change necessitates context-based approach. In the professional context, there are several approaches which require the consideration of a leader such as change type and management style. A common way of describing the type of change is to syndicate speed related to change with the level of change. In accordance with speed, change can be reactive or proactive. Reactive context is a type of context where organizations require undertaking certain changes instantly due to a crisis situation. On the other hand, proactive context is a context which is related with long-run strategic development. In this aspect, the planned change is based on proactive context, i.e. the planning would be made for developing the context on a long run basis. This type of change in the professional context is referred as system change i.e. implementing more sophisticated technology in the workplace. This change will definitely lead to changes in policies, processes and job roles of people in the organizations. The key reason for change is to enhance the benefits of an organization with respect to more productivity and effectiveness (Hailey and Balogun 153-178). Successful change requires changes from status quo to future state. Following is the plan for changing status quo in professional context: Demonstrating the Change: This is a phase in which a leader requires demonstrating various ways to change ‘status quo’. In order to shape the behavior of people effectively towards change, values of change will be expressed to everyone within the organization. The value will comprise both individual principles as well as organizational principles. Encouragement of Shared Vision: It is a key practice of leadership for making a successful change. Thus, the future for change will be projected by visualization and motivation for progressing towards an attractive future for the organization concerning the change of ‘status quo’. The societal group will also be enlisted towards this vision. In order to pursue them for such a step, the fulfillment of their requirements and interests frames a prior motivational factor. Making Others to Act: With regard to successful change of ‘status quo’, it requires others to act towards the change. Thus, in this regard, group collaboration and team effort will be pursued so that every individual assumes their responsibilities in the change process. It will be done through two phases. In the first phase, mutual trust will be established in order to nurture teamwork. In the second phase, competency of people will be developed through strengthening their self-determination. Reinforcement of Mind: Positive change necessitates reinforcement of mind. This denotes the representation of a sincere act for caring in order to inspire the emotional state of people. In order to do so, the contribution of every individual will be recognized as well as gratitude will be demonstrated for individual brilliance. This activity will serve as a supportive behavior with appreciated value towards the change process (Kouzes and Posner 1-15). KEY CHALLENGES FACED FROM PROFESSIONAL CONTEXT Changing the system will generate several challenges for the leader in the professional context with respect to support, commitment and resistance. Support, in this context, signifies gathering consensus for change. Unless leaders are being able to involve everyone within these changes, there is a possibility of emergence of further barriers throughout the change process. Thus, in order to get everyone involved towards these changes, managers will be provided with relevant justification about the advantages of change with regard to their own prospect along with the organizational wellbeing in the near future. Developing a compelling picture for change is a vital part of gaining success as a leader. If individuals are not sufficiently committed towards the organizational objectives, there will be a gap in their provided level of commitment. As a result, people will not get involved in the change process enthusiastically. Thus, as a leader, it is vital to deal with this challenge through the establishment of trust. It depends on proper communication about the reasons for undertaking such change towards the ‘status quo’. The most important challenge of changing the status quo is resistance from employees. In most of the cases, employees resist any kind of changes in the professional context. The reason for such resistance can be fear and anxiety of people. For instance, with respect to change in ‘status quo’, they might believe that the workplace would be uncomfortable. Furthermore, since the change will disrupt the familiarity with respect to the job roles within the organization, they would become upset. Thus, they might resist to relearn their jobs or to change the way of conducting different activities. Hence, as a leaders they would be provided with proper training for any possible new responsibilities due to the changes in ‘status quo’ in terms of the professional context. As a result, it will help to manage the challenge of employee resistance (Wren, Hicks and Price 279-335). To cite a successful change process, two leadership examples can be used as portrayed by two of the famous names in the annals of history i.e. Franklin Roosevelt and George Washington LEADERSHIP OF FRANKLIN ROOSEVELT Franklin Roosevelt was considered as one of the most powerful leaders in American history. He was popular for saving American democracy from great depression in the 20th century. His leadership assisted the allies to attain triumph over the rulers and to win the elections. The leadership aspects that can be learned from his successful challenge of the prevailing status quo and to make desired changes are described below: The first aspect of changing the ‘status quo’ is determination. He was quite determined towards his objectives. However, the means for accomplishing those objectives were flexible. During the period of 1939 to 1941, he had transformed America from a middle power to an international leader. His tactical changes were persistent, apparent along with inevitably directing towards his objectives (Fullilove, “Five Lessons on Leadership from FDR”). The second aspect was a strong level of trust amid team members. Franklin Roosevelt was usually robust while performing through others. His successful leadership and way of survival were largely driven by his family, friends and supporters. For instance, during the prologue of Pearl Harbor, he appointed five men and sent them on an exceptional assignment in Europe. This group of five men played a motivational role and was instrumental towards the strategies developed by Franklin Roosevelt in his context (Fullilove, “Five Lessons on Leadership from FDR”). The third aspect of successful change through leadership is flexibility and creativeness. Franklin Roosevelt believed in flexibility as well as creativeness and had always attempted to utilize the resources in an immeasurable diversity of new and unanticipated ways. Determined to make changes in his political context, he raised up the great-unprejudiced Republican in order to challenge the rivals (Fullilove, “Five Lessons on Leadership from FDR”). The fourth aspect of challenging the status quo is curiosity. Franklin Roosevelt’s method of leadership was unusual. He disengaged the chain of command, left behind the conventional rules and created interconnecting managerial domains. Very often he used to allocate a particular task to different individuals in order to seek cleverness and to avoid any misunderstanding of information by capturing facts from multiple sources (Fullilove, “Five Lessons on Leadership from FDR”). The fifth and the most vital aspect of leader for challenging the ‘status quo’ was courage. Franklin Roosevelt never permitted his weaknesses to overcome his determination. During his life, he had displayed remarkable individual courage, which resulted in ensuring successful changes in the political context (Fullilove, “Five Lessons on Leadership from FDR”). LEADERSHIP OF GEORGE WASHINGTON The other important idol of leadership in the political context was George Washington. He was admired by people due to his legitimacy with respect to quickly opening up their thoughts and feelings. He had a traditional belief that the key aspect of change is to gradually make people understand the inner consequences of change to them and to the greater masses. During his life, George Washington realized that a leader must create a balance between the aspect of distance and closeness with followers (Bloomberg L.P., “Learning from George Washington's Leadership”). The task in hand of George Washington was quite tough because unlike other leaders he did not have much control on the different aspects of politics. His leadership and challenges towards changing ‘status quo’ was mostly based on honesty, charm and moral bravery. He depended on the fact of trust as well as considered the interests of the nation. He had a vision regarding the future of America and how to chance the nation towards development. The other leadership trait which was found in him was innovativeness. He was highly esteemed for devising creative ways to enhance his leadership performance. One important leadership aspect of George Washington which assisted to challenge the ‘status quo’ was his persistence. He was quite persistent towards his objectives and once he determined the goals he never backed out from fulfilling his endeavors (Bloomberg L.P., “Learning from George Washington's Leadership”). IMPLEMENTATION OF CHANGE PLAN The changes in status quo will require about one year for successful implementation. The following is the implementation plan for changes in the status quo. Identification of Change: Initially, the type of change would be identified. As stated earlier, the change in the professional context is related with the incurrence of system related changes in order to enhance the productivity and effectiveness of an organization. Thus, the change will reach the people, departments and the work groups. The status quo related to the professional context can bring about an increased level of competition and sustainability of the organization in near future. This problem has triggered the changes in status quo. Furthermore, as a part of change process, organizational readiness for change would be measured. It will help to ensure that every component of change has been addressed properly. During the change process, information will be shared and interpreted to people in several ways. Sharing of information is vital as it will help to manage the prospects and to deal with the challenges of change. Furthermore, the actual cost of implementation of change will be calculated. In this context, decisions will be made with respect to the sources of fund and the activities required for change initiatives. Throughout the process of change, risks will be evaluated and tactics for minimizing those risks would be determined. Approach toward Change: While designing the approach, the level of involvement of stakeholders in the change procedure will be identified. It will help to ensure that extensive diversity of interests is considered while making changes in ‘status quo’. In the approach of change, a change management team would be developed through the representation of several functions. Implementation of Change Strategies: As a part of implementing the change, action plan will be developed by listing different activities, responsibilities and timeframe. A communication plan will also be developed by addressing the message to the target audiences. In the communication plan, the medium as well as the network of communication will be decided. The other implementation strategy will comprise training plan for the employees. Since it is a system related change in the professional context, the present level of skills and behavior would be determined at the initial phase. Afterwards, the requirements of filling the gaps associated with skills along with improving the behavior of people towards change will be planned and delivered. Furthermore, a resistance plan ensures the development by recognizing the key fields of resistance towards the change. Review of Change Strategy: Finally, the change strategy will be reviewed by constant monitoring. The outcome of change will be assessed and corrective actions will be taken in case the change does not progress according to the prepared plan. The following table will show the timeframe of action plan for changes in status quo: Source: (Queensland Government Chief Information Office, “Change Management Plan”) CONCLUSION While challenging the ‘status quo’ and progressing towards development, there is a need to test the leadership skills in order to persuade others towards the change. The key motives for changing ‘status quo’ are to become better than before as well as to create a difference along with entailing proper leadership. Every leader has accountability for improving the professional context and meeting their responsibilities that further necessitate proper planning for inspiring other people to indulge in such a major and important change. Although there are risks in making changes, as an attempt to change the ‘status quo’ can fail, it is the responsibility as well as the capability of a true leader to learn from experiences and to encourage people to pursue major accomplishments rather than small victories. Works Cited “Learning from George Washington's Leadership”. Business Schools. Bloomberg L.P., 2008. Web. 11 Aug. 2013. . Fullilove, Michael. Five Lessons on Leadership from FDR. The Wall Street Journal, 2013. Web. 11 Aug. 2013. . Hailey, Veronica Hope and Julia Balogun. “Devising Context Sensitive Approaches to Change: The Example of Glaxo Wellcome”. Long Range Planning 35(2002): 153-178. Print. Kouzes, James M. and Barry Z. Posner. Leadership Challenge. United States: John Wiley & Sons, 2007. Print. “Change Management Plan”. Media. Queensland Government Chief Information Office, n.d. Web. 11 Aug. 2013. . Wren, J. Thomas, Douglas A. Hicks and Terry L. Price. Traditional Classics on Leadership. United States: Edward Elgar Publishing, 2004. Print. Read More