Managing and Leading Change': Article Analysis

The findings of article one dispute the stereotypical paradigm believed to be found in public sector bureaucracies. Leadership and excellent performance by public sector organizations do not need to be hindered by the typical bureaucratic subsystems when a well designed transformational leadership model is implemented.

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.

A woman in today’s society is able to most effectively lead change by forming a plan. Change can often be daunting; finding the motivation to overcome the obstacles associated with change can be discouraging, even if the change is something that invokes passion into its supporters. However, being able to form a simple, yet cohesive, plan is often the most effective way to initiate and lead change, whether it is at the helm of a massive corporation or simply within one's own household.

In this paper there are three articles that we are going to examine, the first articles is review is Transformational Leadership the structure of an organization affects leadership within the public sector. The article tries to analyse the characteristics of the public sector with regard to the obstacles it represents towards leadership that is transformational. This way it is easier to see through the effectiveness and the performance within the municipal institutions.

Leading and managing change require a solid theoretical foundation. This assignment will research the theoretical elements of change and change management. Addressed will be the following: Organic Evolution of Change, Formulating Strategic Development Approaches, Leadership and Management Skills and Gathering and Analyze Data. As societies continue to evolve and changing demand creates the need for new products and services, businesses often are forced to make changes to stay competitive. The businesses that continue to survive and even thrive are usually the ones that most readily adapt to change. A variety of factors can cause a business to reevaluate its methods of operation. According to literature from the past two

This paper will discuss various aspects of public administrative environments. First, it will determine one specific leadership theory and two public leader styles that would be most beneficial for the Director of Public Health and related agencies in addressing the issues. Next, this paper will recommend one specific leadership theory and two public leader styles that would be most beneficial for the School Board in addressing the issues presented. Also, it will determine the essential manner in which the leadership from the Department of Public Health, the School Board, and the various other government departments impact the leadership of the City Manager’s and his or her ability to carry out government operations. Finally,

Fullan, M. (2001). Leading in a culture of change (1st ed.). San Francisco, California: Jossey-

Leadership can be interpreted in many different ways and styles. In the Unit discussions it is taught that the term leadership can be broken down into an array of different styles. These styles include: Power Model, Administrative Model, Transformative Model, Smaller Agency, Midsized Agency, Large-sized Agency, Homogenous Community, Heterogeneous Community, and Metropolitan Community. While going more in depth with the functions of these models, the Transformative Model correlates the best with this personal leadership portrait. Considering the tasks that public service workers are responsible for, the transformative model would be best suited for a leader in this field.

The types of leaders in any institution include autocratic leaders, democratic leaders and laissez faire leaders. Autocratic leaders do not allow for suggestions from employees while making certain decisions but democratic leaders value the opinions and ideas of employees. Laisses faire leaders on the other hand allow employees to make decisions on their own. Change management theory is also very important in guiding the research in the management field. This theory suggests that for change to be embraced in any institution, the people have to be involved and not forced to flow with the change (Miller & Tsang 2011).. People should be therefore given time to adapt to the changes, otherwise if they are forced, the change may take a long time in order to be fully implemented in the organization. These theories will create my theoretical framework for the study. They are very important especially when conducting a research based on management of an organization. Management, leadership and change are key aspects that affect the performance of an organization and they should be taken into account when conducting the

[1] Connelly, M. (n.d.). Kurt Lewin Change Management Model. Retrieved January 2013, from Change-Management-Coach.com: http://www.change-managementcoach.com/kurt_lewin.html

The change approach inventory assignment asked me to answer a series of questions that help determine the overall style of change when placed in a leadership role. These questions were subdivided in three categories: (1) beliefs, (2) strategies, and (3) evaluation. At the end, total scores were derived for five leadership/management styles, 9/9, 5/5, 1/9, 9/1, and 1/1. This section of the paper will review my scores on the change approach inventory and discuss the implications of these scores for possible future leadership roles.

For the purpose of this article, the terms management and leadership are used interchangeably to reflect the fact that while they are functionally distinct and separate, the same individual often performs both roles. In practice, managers spend some of their time leading and leaders spend some of their time managing. Deciding within a situational context when to manage or to lead is the critical factor determining the success of each (Heifetz and Linsky, 2002). This notion embraces the belief that leaders emerge often within real time and for a specific purpose as well as through more conventional processes of assignment (Hardcore, 2002). The public service context in Wales It is clearly evident to those engaged in management and leadership development that the current pressures to reform public services represent a burning platform on which managers and leaders are having to evolve and adapt or cease to exist. The

Process‐driven change seeks to create a context and environment in which employees at all levels of

One strength good leaders bring is to switch their leadership styles depending on the situation (Darling & Heller, 2012). This is like situational leadership and it is important in organizational change as well. Situational Leadership is a model designed by Dr. Paul Hershey in the 1960s which focuses on how managers can develop competencies to diagnose, adapt, communicate, and advance the situation they are in (The Center for Leadership Studies, n.d.). Hershey stresses the importance of relationship of the approach of the leader and the readiness of the followers for a specific task (The Center for Leadership Studies, n.d.). This is the same as a change manager. Although dominant forces are often the initial go-to for change managers, good change managers must assess the situation and apply the needed ideal change manager to the situation. Because of this, regardless of the dominant change manager, it behooves an effective organizational leader to understand the different images of change and how they can influence a change’s successful

Effective leadership is a key enabler as it provides the vision and the rationale for change. Different styles of leadership have been identified, for example coercive, directive, consultative and collaborative. These different styles may each be appropriate depending on the type and scale of change being undertaken. For example, when there is a large-scale organisation-wide change a directive style has been identified as most effective.