Impact of a Leader in Managing Change Fatigue - Literature review Example

Leadership Name: Student ID: Course Code: Date of Submission Table of Contents Table of Contents 2 1.0 Introduction 3 2.0 Framework of the paper 4 3.0 Impact of a Leader in Managing Change Fatigue 4 3.1 Role of Transformational Leadership in Managing Change Fatigue 6 3.2 Transformational Leadership Capabilities in Managing Change Fatigue 8 4.0 Role of Transactional leadership in Managing Change Fatigue 9 5.0 Building organizational Culture that encourages Change 11 6.0 Conclusion 11 7.0 References 12 1.0 Introduction Organizations, as well law enforcement institutions, need leadership. Dependable and appropriate leadership is critical to the prosperity of any organization (Spinelli, 2006). Leaders aim for transformation in people toward a needed objective. Lussier & Achua (2004) maintained that leadership is a process that not only controlled employees, but leaders too, to achieve the objectives of the organization by means of change. Leadership interlinks leaders and staff, control, organizational goals, people and change. Leading entails people. Each person is leading somebody somewhere; however the question is how and where. For one to be an exemplary leader he or she has to be a good member of staff. Several researchers describe leadership as a method of planning, directing, or guiding people toward a common goal. Hesser (1999) claims, “Leadership contains two constituent parts, which are personal and organizational. Success normally needs knowledge of and dedication to both”. Spinelli (2006) defines an effective l leader as being responsible and apposite. Leadership has been illustrated as an influence connection among employees and leadership who mean real changes and results that reflect their common purposes (Daft, 2005). The attributes for successful leadership and discipleship are similar. The nature of exemplary leadership is a reputable personality and selfless service to people and the organization (Clark, 1997). “The exemplary leaders are ones who are extremely concerned about others and can build good relationship with other while carrying out their work” (Daft, 2005). 2.0 Framework of the paper All over the history of organizational change, leaders have employed several various styles to influence workers. From the past styles of Laissez-Faire, Autocratic to Participative (democratic), Transactional and Transformational leadership. However, from the in depth the paper finds it necessary to discuss the theory of Transaction and transformation which suits the 21 century to effectively help in combating change fatigue in contemporary organizations. To give it a wider picture the paper look to analyze leadership style, traits and characteristics that help to manage the employees’ behavior to reduce fatigue in the organization. The paper will be more concerned with how different leadership and these trains help to create an organizational culture that is suitable to reduce the organizational fatigue among the employees. The questions are actually how the leaders can be able to create the team environment that satisfies the demands of both the employees and the clients in an ever changing business situation. The concept is placed on the employee’s relations notion and the achievement that organization is made of both the employees and the client in tackling their psychosocial demands apart from the economic needs vital in reducing fatigue in relation to change. In reality, the duty is to demonstrate how transformational leadership carrying on to lead the change processes. In brief, the in-depth analysis of the advantages and disadvantages of transactional and transformational theories re explored including the potential results of each of the when employed in an organization. 3.0 Impact of a Leader in Managing Change Fatigue Change can reach a point that it stagnates. Therefore the question is how a leader carries on when the change stagnates. Various traits instilled in the leader can help him a great deal to overcome the change fatigue in the organization. But before that he or she has to identify various things or issues that results into the said fatigue. The fatigue starts with issues like lack of clear communication channel and platform to drive the reform agenda. This also extends to half-hearted management support or inadequate resources. Influencing a change program is one of the most complicated responsibilities a leader can go through. It is a two-edged sword having several risks and potentials. For a majority of leaders, managing change plan is critical tasks, but the duty can widely differ on the basis of what form of change will be practiced. The responsibility of a leader is necessary in both planned and emergent change. In a planned change plan, the leader has to have a clear visualization and an approach that both engage individuals in the change and make sure that it supports the infrastructure for change initiative. Traits like communication skill will help a leader communicate his vision to the people through a proper defined channel reducing delay in decision making. According Brown & Eisenhardt (1997, p 22), persuading is the capability of a leader to communicate inspirations efficiently to workers will not just help the employees to accept these thoughts but encourage them to adopt desired changes. Interpersonal skills will also help drive the change by putting various people in areas that suits their ability. In this case different leadership styles are fundamental in illustrating how leaders can assist in reducing fatigue and therefore vital in enlightening leaders on what to embrace. Additionally, the traits and characteristics are significant in illustrating on how to line up staff to the manager’s idea by creation of culture that brings change. The rationale of these claims is how leadership can assist in overcoming attitude and perception that builds a negative attitude in the inclination to change and therefore, reduction of fatigue. Change fatigue is also caused by employees’ resistance inn an organization. Beaudan (2006, p.2) says that resistance occurs when employees are forced to embrace change yet they are not trained on how to tackle the new development. Therefore the leaders would start observing passive resistance. With lack of training the employees will start questioning the effort change process and allocation of budget resource. To overcome this, leaders require various capabilities like the managerial skills to change the goals while meeting the needs of both the clients and the employees. According to Daft, (2005) a leader also needs emotional stability to adjust to the situation. This trait demonstrates the degree to which individuals are stable, secure and calm while tackling issues. 3.1 Role of Transformational Leadership in Managing Change Fatigue Applying traits and attributes of Transformational Leadership is one way of dealing with change fatigue in an organization (Eisenbach, Watson and Pillai, 1999 p. 83). Transformational leadership actions go further than transactional leadership and inspire people to relate to the leader's dream and forfeit their self-centeredness for the organization (Bass, 1995, p. 466). On the other hand a transforming leader hunts for possible motives in staff, tries to satisfy their demand and employs the full persona of the devotee. Transformational, visionary and charismatic leaders can effectively change the fatigue existing in organizations by demonstrating the acceptable behaviors at a proper stage in the change process. When followers are realizing that the old method of doing things never work anymore, transformation leaders may assume the role of creating an attractive vision to be adopted in future. The components of this strategy are to attract to the self interest of the followers. Pindur, Rogers and Kim, (1995, p. 61) maintain that transformational leadership is entrenched on human relationship strategies to management that drive the change agenda. Daft, (2005) however while citing van & Achua, (2004) describes the transformational leader as one who pioneers and less expected to maintain the status quo, looking for opportunities to challenge the risk, and trying to form and build rather than counter to environmental situations. An excellent vision offers both a motivational and a strategic focus. It presents a clear account of the intention of the organization and is, similarly, a foundation of inspiration and dedication. Leaders might not require creating displeasure with the current situation, but instead might present a vision of a potential future that is appealing and involving (Hesser, 1999). A transformational leader can be a good catalyst of the change process by enhancing the culture creation that supports behavioral control and team-decision making (Bertocci 2009, p.21). As the major concentration for transformational leadership Lussier & Achua (2004) argues that a leader should have high self-regard, self-awareness and self-esteem to successfully change organizations and staff. Spinelli (2006) depicts the following essential attributes that a transformational leadership needs: create a common a vision, observe a wider picture and manage complicated challenges, test thinking logically, promote motivation and engagement, share information and facilitate trust via team working, identify contributions and observe achievements and support employee’s personal growth; adjustable and ability to manage unexpected challenges, role model via behaviors and objective setting, and network efficiently. There are different hypothetical models applied in illustrating the abilities of transformational leaders needed to perform to the relevant change process. Trait theory is based on the principle that leaders possess particular traits making them effective. In contrast, behavioral theory hypothesizes that it is an issue that a leader tackles which makes him or her unique from others related to passion, self confidence, ambition and energy (Lussier & Achua (2004). Spinelli (2006) claimed that transformational leaders focus on team building and allowing and creating potential so as to achieve long-term goals. A transformational leader builds a shared learning setting, enhances morale, conflict resolution and maintains accountability that is practical towards change process and encourages communication. Just like any other form of leadership, transformational is not short of its shortcomings. Transformative leaders may be observed as being incompetent and soft. Another concern observed by numerous scholars is that management change needs quick judgments and good decision makers; the transformational strategy consumes a lot of time and is as a result assumed to be ineffective. 3.2 Transformational Leadership Capabilities in Managing Change Fatigue It is grounded in early adopters in such change plans to aspire when setting objectives and making promises to improvement, a creditable expression of expert pride and challenge for the organizational good. However even these self-starters will run into strain. Therefore, people ought to appreciate and expect basis of strain, so as to mitigate them. With this in mind, leaders can know their capabilities in dealing with change fatigue when they emerge. Accountable and appropriate leadership is crucial to the effectiveness to managing the organization change process (Spinelli, 2006). A transformational leader may be classified based on their abilities as a futurist, a visionary, or an instrument of change that takes a practical approach to the management of organizational fatigue. Eisenbach, Watson & Pillai (1999) maintained that a leader must be ethical, rooted in the organization’s mission, and is emotionally involved with the staff. The leaders of this nature have the ability to infuse some degree of zeal into leadership by involving employees in decision making to make them feel valued. Brown & Eisenhardt (1997) showed three major capabilities of effective managers in constantly changing organizations. Effective managers present clear role and priorities with widespread communication and choice to manage. These managers create a situation that encourages exhaustive communication in instantaneous, in an organization of a few with particular rules. The limited arrangement offers framework without too many degrees of liberty. Yet, these basics offer an organization background against which its own members can be resourceful. A second capability of effective managers is examination of the future by testing with an extensive variety of low-cost searches. They claim that low-cost researches promote learning concerning future possibilities (Eisenbach, Watson & Pillai, 1999). Third, successful managers relates existing plans to the future with expected (time-paced as opposed to event-paced) gaps and choreographed switch processes. Common routines are built by unsurprising timing and by transition processes that connect the current to the future. 4.0 Role of Transactional leadership in Managing Change Fatigue Bass (1995, p. 467) depicted a transactional leader as a person who distinguishes what his follower wants tries to observe if he can help them achieve that goal if their performance warrants it. A transactional leadership also gives rewards and pledges of reward for effort made by individual in a work place. Bass (1995, p. 468) while reporting that employees are motivated by the use of reward and punishment. Transactional leadership theories affirm that employees will follow managers who are motivating as far as change fatigue is concerned. The leader creates a vision, promotes the vision and influences it (Beaudan, 2006, p 3). Transactional leaders are familiar with establishing performance specifications making sure of accomplishment before the given deadline, limit the satisfaction of staff and develop a low degree of employee loyalty. Transactional leadership is categorized into three different processes that motivate employees towards change fatigue: active management by exclusion, passive management by conditional and exception reward (Bertocci, 2009). In situation of active management by exclusion, the transactional leader hunts for mistakes mistakes, lack of discretions, divergence from standards, exceptions, criticisms, violations of policy and laws, and failures and put proper measures to combat them before they become too much the organization (Bertocci, 2009). Even with good responsibilities transactional leadership still has it shortcomings. Daft (2005) asserts that transactional leadership is more authoritative with high confidence and is normally more engrossed on the job. Clark (1997) state that a transactional leader is best suitable for group environment which is under crisis since it provides satisfaction by means of urgent resolution. Lussier & Achua (2004) contends the outcomes of transactional leadership may not very helpful over time. Even though transactional leadership focuses on employee demands; they do not present opportunities for acquiring motivation, job satisfaction or loyalty (Lussier, & Achua, 2004, p 64). In general, transactional form of leadership is employed mainly in organizations marred by control procedures and command (Bass, 1997). Hesser (1999) noted that people in a transactional leadership environment get their position inside the structure via competition and conventionality. Additionally, leaders keep on working in the transactional style and are likely to be dictatorial. 5.0 Building organizational Culture that encourages Change It is crucial that the leader creates organizational culture that is needed to in still the change and creates the standards for others in the organization to follow. As Kotler, Rackham and Krishnaswamy (2006, p. 71) claims, change become institutionalized when it turns out to be ``the way people carry out the work around them”, when it trickles into the inner core of the organization. The same sentiment is echoed by Hesser (1999) when he concluded that implementation is needed following a very major change in strategic course in order to uphold competence. In this way, the organization is likely to experience less resistance to change. Culture is summed up as “a sophisticated process to influence employees”. Based on this realization, leaders should create a culture that supports change. Rebelo and Gomez (2011, p .182) maintains that, ‘learning culture elevates and enables employees in, sharing, and diffusing the information so as to contribute to the development and performance of the organization.’ 6.0 Conclusion In summary, change is critical if at any organization that wants to sustain the transformation that is happening in the 21st century. The old form of leadership has to be abandoned and the organization must support and train its leaders to be transformational oriented. Transactional and transformational leadership is better place to enable employees to achieve their needs as illustrated by Maslow’s Hierarchy of Needs. Even though there are several researches on the issue of efficient forms of leadership there are some scholars that assert a cross between transactional and transformational as the best modern organization. In brief, employing both of these forms of leadership is necessary in operating a contemporary organization. This will make the organizations to turn out to be complimented with less stages of management and fewer apparent conflicts between them. 7.0 References Bass,B 1995, Transformational leadership redux, Leadership Quarterly, Vol. 6, pp. 463- 78. Beaudan, E 2006, Making change last: how to get beyond change fatigue, Ivey Business Journal, vol. 22, no. 7, p. 23-89. Bertocci, I 2009, Leadership in organisations: there is a difference between leaders and managers, Lanham, University Press of America. Daft, R 2005, The Leadership Experience, Toronto, Southwestern. Clark, D 1997, Concepts of Leadership, viewed 22nd April 2013 from http://www.nwlink.com/~donclark/leader/leadtem.html Brown, S and Eisenhardt, K 1997, The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations, Administrative Science Quarterly,Vol. 42, No. 1, pp. 1-34. Eisenbach, R., Watson, K. and Pillai, R 1999, Transformational leadership in the context of organisational change, Journal of Organisational Change Management, vol. 12, no. 2, p. 80-88. Hesser, L 1999, Police Leadership in the 21st Century Achieving & Sustaining Executive Success, viewed 22nd April 2013 from mhtml://E:\UCF\Police Leadership in the 21st Century.mht Kotler, P. Rackham, N. and Krishnaswamy, S 2006, Ending the war between sales and Marketing, Harvard Business Review, Vol. 84, no. (7–8), pp. 68–78. Lussier, R & Achua, C 2004, Leadership Theory, Application, Skill Development. Minnesota, Southwestern. Pindur, W., Rogers, S and Kim, P 1995, The history of management: a global perspective, Journal of Management History, vol. 1, no. 1, p. 59-77. Rebelo, M and Gomes, D 2011, Conditioning factors of an organisational learning culture, Journal of Workplace Learning, vol. 23, no. 3, p. 173-194. Spinelli, R 2006, The Applicability of Bass's Model of Transformational, Transactional, and Laissez-Faire Leadership in the Hospital Administrative Environment, Hospital Topics, vol. 84, no. 2, p. 11-18. Read More