Components of Leadership in Fullan's "Leading in a Culture of Change"

According to Michael Fullan (2016) in his book, The New Meaning of Educational Change, successful organizations that demonstrate change followed principled concepts of change. The reason for their success if that there is tangible proof of alignment in keeping components of actions. Fullan (2016) stated that successful change incorporates five factors. In this essay, three of the five factors will be discussed and an example of an organization using components of the change be revealed. Often when organization shave to go through the process of change it means either they have gone through change to repair broken areas or they are going through change as a reflective exercise before embarking on a larger scope of practice perhaps to expand into new growth within their organization. In either course, the larger concern is that organizations must embrace change and engage in meaningful constructed ways to promote the best growth with the fewest steps to reach accomplishment. A key decision factor to change is whether an organize will change because they adopt a model and see a better way or whether they want to save their resources. Fullan (2016) suggested that the reason for the change is largely to work is because, the organizations, “Define closing the gap as the overarching goal,” “Assume that lack of capacity is the initial problem and then work on it continuously,” and “Stay the course through continuity of good direction by leveraging leadership,” (Fullan, 2016,

Transformational leaders have the ability to take diverse talents and viewpoints in any organization and meld them together into a cohesive, focused and highly effective force to accomplish challenging goals and objectives. The intent of this analysis is to evaluate theories of innovation and change from a leadership perspective in the first section, followed by an analysis of experiences, and finally a self-assessment of leadership skills.

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

According to Kotter (1990), “Leadership seeks to produce organizational change by: developing a vision of the future and strategies for making necessary changes; communicating and explaining the vision, and motivating and inspiring people to attain the vision.”

They have to enlist others in a common vision (p. 17). The challenge, Kouzes & Posner says is to turn the idea into an inspired vision (p.106). The leader needs to imagine the possibilities and find a common purpose. The authors refer to James MacGregory Burns transformational leadership theory asserting that people commit to causes, not plans (p. 122). In order to have a transforming effect, the leader must raise the level of human conduct and ethical aspiration of both the leader and follower. Just like Kotter (1990) outlines the methods to change an organizational culture is by telling stories, using symbols, the designing of physical space, using jargon, rituals, etc., Kouzes & Posner suggest the same thing when they explain the power in using symbolic language to communicate a shared identify and give life to a vision (p. 143). When challenging the process, leaders know that in order to bring change they have to experiment and take risk (p. 19). The authors indicate that “proactive people tend to work harder …[by being] persistent in achieving their goals (p. 169) and treat every job as an adventure (p. 184).”

Organizations must respond to their internal and external environment. Therefore, organizational success heavily relies on leaderships ability to manage change. Unfortunately, many leaders struggle to effectively lead change initiatives. In fact, Ashkenas (2013, para. 1) reported 60 – 70% of organizational change initiatives fail to meet their objectives.

Leadership is critical when executing a strategic change initiative. By differentiating leadership and management, leadership styles and the key factors of change we can better understand what should be done to successfully lead change. Success is not obtained through leadership alone but by developing a group of individuals from all levels of the organization who work together as a team. . (Leban and Stone, 2007)

The book The Heart of Change shows the practical side of the theories that are taught in the course textbook. It presents stories of successes and failures based in the application of concepts discussed in Organizational Behavior and Management and in class. Although we talked about several different concepts the ones that are evident in the examples in The Heart Of Change are the more progressive and individual centered approaches. The leadership characteristics that are important to successful change in an organization are those that are espoused in the transformational theory of management. It makes sense that ideals in line with the transformational management theory

Health leaders can use different strategies to create a culture for change in the health organization. A health transformation leader would have to be able to create trust, admiration, loyalty, and respect from their followers through the leader’s actions, behaviors exhibited and persona exemplified. Once a culture of change is learned and the pattern is exhibited it is shared by the members about what is right and what is good. Health leaders should be able to develop a predetermined organizational culture

Leading Innovation and change being part of managing human and organization behaviors is kind of a complex processes that include several factors, stages, models, perceptions and definitely outcomes. In this paper I will get a deep dive and close up view stating the various definitions, different related models, how they work in practical life and what kind of failures such models face in real life implementation; along with a self reflection to the applied experiences of such

Change is a double-edged sword (Fullan, 2001). Change is a word that might inspire or put fear into people. Leadership is challenging when it comes to dealing with change and how individuals react within the organization to the change. Marzano, McNulty, and Waters (2005) discuss two orders of change in their book School Leadership that Works; first and second. Fullan (2001) also adds to the discussion in his book Leading in a Culture of Change, with regard to understanding change. In Change Leadership, Keagan and Wagner (2006) discuss many factors of change and the systematic approach to change. Change affects people in different ways. Leaders need to be able to respond to the individuals throughout the change process.

investigate how my personal ability to manage change has shaped my leadership of educational change. This discussion will be blended with examples of change in my personal life, my own leadership experience and references to the literature in the field of leading educational change.

Change happens in all aspects of life. Leaders view change as being good most of the time. An organization can’t move forward without change. This paper will discuss how leaders can use levels of change and the steps of Kotter’s change model to implement change. It will also give a Christian worldview as it pertains to the topics. Leader must learn the language to effectively communicate change. This will give managers an advantage and help demonstrate the vision for the future.

The impact of leadership style in the change process of an organization influences the performance; Leadership as stated by Martin, Liao and Campbell (2013) remains one of the most consequential contextual influencers of employee performance. Latson (2014) elucidated that some leaders may have the best intentions, but the impact will not be in alignment with the intension. But leadership trait is the ability to inspire, motivate and engage the followers to make the inspired vision happen beyond their normal capabilities (Mendez, Munoz & Munoz 2013). A change is the most frequent phenomenon of today's reality and a good understanding of how to manage the change process is very essential; Change is translation from one state into

In this paper, I am going to critically discuss a few examples of organisational change which I have personally experienced while completing a summer internship in an international logistics and transport company called UAB Transimeksa. The main purpose of this essay is to analyse the experience of organisational change management in relation to applying multiple perspective theories and models which will help critically evaluate and present reasoned arguments of effective change management. In doing so, this paper will be divided into three parts. The first and second part will focus on reviewing my experience of organisational change related to two different themes which are change leadership and organisational culture. The third part of