The Role of Leaders in Strive to Achieve Organizational Change - Article Example

Name : xxxxxx Tutor : xxxxxxx Title : Article Research Institution : xxxxxxx @2011 Article Critique Title: Organizational change and characteristics of leadership effectiveness Authors: Ann Gilley, Heather S. McMillan & Jerry W. Gilley Publication date: August, 2009 Publisher: General Education COPYRIGHT publishers Introduction The article’s topic is fundamental in understanding organizational behavior management and advancement of organizational effectiveness in UAE in the following manner: The topic explores the role of leaders in strive to achieve organizational change. The behavior of leaders basically determines the behavior of all other members in an organization. Leaders in most organizational settings act as role models for their followers. Employees tend to adopt certain attitudes, behaviors and general conduct from their leaders. Therefore, the behavior of leaders ultimately determines the organizational behavior of most of the members under their umbrella (Gilley, McMillan & Gilley 2009). The topic of the article also points out the leadership qualities that make leaders effective in their leadership. When leaders acquire and practice effective leadership skills, behaviors and other leadership qualities, their followers also tend to acquire the same and this generally contributes to the ultimate success of the organization. This means that good leadership qualities generally lead to advancement of the effectiveness of organizations. Considering change, the behavior of leaders and employees constitutes a bigger percentage of the success or failure of the desired change. Basically, constructive organizational behavior such as ability to motivate, enhance communication and form constructive work groups leads to realization of desired change in the organization. Constructive organization behavior normally originates from the top of the organization’s hierarchy to the bottom. This means that leaders play a big role in demonstrating constructive organizational behavior than any other member. On the other hand, lack of appropriate behavior in the organization will definitely lead to failure of the change process. Inability to motivate members, discrimination, lack of democracy and dictatorship are the main forms of inappropriate behaviors. If such behaviors are adopted by leaders, their followers are likely to rebel and hinder any anticipated change process in the organization. Therefore, the article topic is important to the understanding of organizational behavior management and advancement of organizational effectiveness in UAE in away that it sheds light on the role of organizational behavior (for both leaders and employees) in realization of change and attainment of effective leadership (Gilley, McMillan & Gilley 2009). Strengths and weaknesses Review of the literature The article exhibits an extensive review of the literature ranging from related studies, books, journals and other publications on organizational change and effective leadership. Reviewing of studies or other related research on the topic basically contributed to the great strength of the article’s literature review section thus making it up to date as well as comprehensively addressed. With extensive use of current books, articles and publications; the literature review of this article can be described as up to date and reliable (Gilley, McMillan & Gilley 2009). The general flow of the literature review is clear and provides a conclusive and substantial background on the topic of the article. Moreover, the literature review gives a clear overview of the role of leaders in the change process for various business organizations. It goes further to illustrate various characteristics or qualities required by leaders in order to enhance effective leadership, good organizational behaviors and realization of positive organizational change. Although the article has combined both the introduction and the literature review sections, it is quite simple to identify the sections since the introductory part only introduces the topic while the literature review has give an elaborative back group on the topic (Gilley, McMillan & Gilley 2009). Am much as the article relies on previously conducted research, books and articles; there is a possibility of contradiction over the reliability of the article. This is likely to be the case due to lack of assurance on the reliability of the used sources. Some sources may be bias or based on individual perceptions and personal opinions which can not be relied upon. Further contradiction on the reliability of the article may arise due to lack of disclosure on whether a comparative analysis was carried out to determine the suitability of the sources used in the review of the literature. Definition of the problem Most research articles and experimental studies require that a section for definition of the problem and justification be set on its own. This article seems to ignore this fact and goes on to state the problem and its justification in the literature review section. The article’s main concern is to address the role that leaders play in the process of acquiring change and realization of an effective organization in terms of organizational behavior. The main problem as indicated by previous research is that most of the change programs intended to attain positive impacts on the organization have failed due to ineffective leadership and poor organizational behavior from both leaders and employees. The article goes ahead to explore this fact from the subordinate’s point of view (Gilley, McMillan & Gilley 2009). Methodology and design of the research The methodology employed in this article to investigate the success in implementation of change from the subordinate staff’s point of view was very appropriate and well designed. The article applied surveys in form of focus groups to explore the effectiveness of leaders in the implementation of change in their respective organizations. This was done from the employees’ perspective since they are the ones who interact which these leaders on a day to day basis. Quantitatively, the frequency with which leaders exhibit their behaviors and skills towards successful change was also examined. Both the dependent and independent variables were well stated and the responses rated on a five point hedonic scale for analysis. I found the methodology and the design of this study simple and easy to understand/follow. All the processes have been stated in simple terms with a clear flow thus making it suitable for scholars across the entire educational context. The participants recruited for the study were actually qualified to give the kind of information that was needed for the research. For instance, the participants who gave responses on the frequency of leaders’ behavior to drive organization change came from groups of employees engaged in research on skills of leadership and behaviors associated with change. This was necessary in order to get relevant feedback derived from an informed point of view (Gilley, McMillan & Gilley 2009). The participants were not notified on the expected outcomes and intended purpose of the study and this drastically reduced chances of participants showing some form of alteration of their responses to suit the expected outcomes. Results and discussion The representation as well as the flow of results and their analysis in the article is quite clear. The results and their discussion appear simplified and easy to understand for scholars. This section has actually been well addressed and appropriate methods of analysis employed. Five point hedonic scales for both dependent and independent variables in conjunction with reflective statistics and subject correlations have been used throughout in the data analysis of the results found. Such statistical approaches which involve analysis by use of tables and VIF factors have make the results appear well illustrated and easy to follow. Since the study involved both quantitative and quantitative data, such statistical methods like tables and calculation of percentages appear as the most appropriate to be used in analysis and interpretation of such types of data. From the results and discussion, it is actually clear that leaders can only be effective in the change process if they have the ability to enhance communication among their groups, induce team work spirit, motivate members and make appropriate rewards. Provision of knowledge to leaders on change and its related skills will enable them realize the relationship between those skills and effective implementation of change so as to more effectively design initiatives for change, improve on their change talents, behaviors, competence and successfully lead the change efforts (Gilley, McMillan & Gilley 2009). The strength of the discussion comes in where the researchers provide the implications of the findings for both theory and practice, the limitations of the study and the recommendations for further research. All these sections are well elaborated and conclusive. They are indeed helpful for readers intending to acquire leadership positions or scholars intending to indulge in fields of leadership and organizational change (Gilley, McMillan & Gilley 2009). Conclusion The article’s conclusion section is satisfactory and irrefutable. The article clearly revisits the main points of the study, the results and reflects on the implications of the results. It has also elaborated on the contributions of the research and its applications in the research area thus making is a valid document for scholars intending to pursue related studies and leadership professional practices. The conclusion confirms that leaders can only be effective in the change process if they make efforts to enhance communication among their group members, induce team work spirit, motivate members and make appropriate rewards (Gilley, McMillan & Gilley 2009). Style The article is generally presentable, clear and well structured. Although some of the subsections have been combined, the article addresses every requirement of the topic and gives recommendations for the aspiring leaders. The transition between sections of the article is consistent and related. For example, the conclusions of the study are so much aligned with the results and findings of the study. The article also enhances its appropriateness and validity through use of data and statistical techniques that are appropriate. The stating of both practical and theoretical implications of the findings has made the article more applicable and useful to scholars aspiring to attain leadership positions (Gilley, McMillan & Gilley 2009). Originality Despite the fact that the article relied on other related studies in most of the review of the literature, it exclusively carries out its survey by use of focus groups through dependent and independent variables and draws all its findings and conclusions from the results found. This is seen as a clear enhancement of the originality of the article (Gilley, McMillan & Gilley 2009). Citations and references There is extensive and clear citation as well as referencing of main ideas, issues and findings in the article. “The in-text citations in the article and the reference list strictly adhered to the APA guidelines” (Gilley, McMillan & Gilley 2009, p11) Relevant and appropriate sources were mostly used for the study’s citations and references. General overview and personal perception The article contributes to the body of organizational behavior by exploring the role of leaders’ behaviors and conduct in the implementation of change process. The findings of the article are generally known since it is obvious that expression of good organizational behaviors starts from leaders before employees adopt the behavior especially in the implementation of organizational change. Such experimental research only tends to explore on the frequency of exhibiting such behaviors by leaders (Gilley, McMillan & Gilley 2009). Generally, I found the article easy to read, understand and beneficial to both academic scholars and practitioners pursuing effective leadership, organizational change and other related fields. The major points and concepts were clearly defined and explained in the article. Bibliography Gilley, A., McMillan, S.H., & Gilley, W.G. 2009, Organizational change and characteristics of leadership effectiveness. Journal of leadership and organizational studies, vol. 3, no. 6, pp. 1-15 Read More