Leading a Continuously Changing Organization
“Leaders attract internally motivated people, inspire them with a mission, and initiate new ways of thinking (Keller, 1995). The result is new influence on the culture of the organization. Great leaders are willing to challenge the status quo while trusting and empowering their people. Not only do leaders use obstacles to create a positive future, they are willing to set an example of sacrifice for the good of the next generation”. (Banutu-Gomez, M. B. & Banutu-Gomez S. M. T., 2007). The scenario for this paper’s topic is leading a continuously changing organization and will be presented as follows: A new chief executive officer (CEO) has been employed to lead a mid-sized organization that has settled for the status quo which places the company in a position of stagnation – holding steady, but no growth due to not keeping pace with changes in the area it serves. The company is staffed with new employees who want to modernize the organization and loyal, long-time employees. The Board of Directors, while recognizing the service of the latter group of employees also recognize that some sectors of the company’s operations will benefit from being moved “off shore” and modernizing (GCU, 2012). This essay will discuss foundational theories to be used to lead the organization, how effectiveness is assessed from the foundational theories, how they can be adapted in this situation, and how the new CEO’s leadership skills and style will prove to be an asset or a drawback for a continuous changing organization to ensure the organization’s survival (GCU, 2012). Foundational Theories There are many foundational theories for change management that are a means for a leader to make conversions and to achieve a new vision for an organization. Two early versions of change models (force-field and Kotter’s 8-Step Plan) are still in use today and often used in combination or as a base for a model-specific problem (Strategic Leadership and Change Management, n. d.). The force-field model is familiar as a 3-step plan of freezing, change, and unfreezing and the more detailed 8-step plan that was further developed by John Kotter (1995), (Strategic Leadership and Change Management, n. d.). In this paper, an adaptation of the 8-step plan will be used. The new CEO will follow an 8-step plan as follows: Establish a sense of urgency; Form a support coalition (teams for pro-change); Create a convincing vision; Set in motion communication about the new vision and motivation for the change; Encourage the empowerment of employees to participate in the vision; The leader will organize activities highlighting the changes; Celebrate short-term goals as they are accomplished; Institutionalize the changes to imbed them in the organization’s culture (Strategic Leadership and Change Management, n. d.). Effectiveness Assessed and Adapted An assessment plan used by the University of Idaho can be adapted for use in this situation as stated by McCawley, P. F. (2009) in his study, Methods for conducting an educational needs assessment: Guidelines for cooperative extension system professionals. “An needs assessment is a systematic approach to studying the state of knowledge, ability, interest, or attitude of a defined audience or group involving a particular subject . . . A needs assessment also provides a method to learn what has already been done” McCawley (2009). The needs assessment plan, modified for this paper, entails how education and training can impact the organization; and what approach may be most effective. The CEO in this scenario will become aware of current programs and gaps in training that can provide data to document outcomes; knowledge about potential programs and products; and credibility in communicating pertinent information to the appropriate authorities. The seven steps in conducting a needs assessment based on McCawley’s study (2009) and adapted for this study are as follows: Define the objectives (what is wanted); whose needs are being assessed and to whom will see the results; method of collecting data and from whom; select representative respondents; analyze data; and follow-up with decisions (McCawley, 2009). CEO’s Leadership Style – Asset or Drawback Leadership in a continuously changing organization will be an asset if that person has the “ability to envision, maintain flexibility, think strategically, and work with others
“Leaders attract internally motivated people, inspire them with a mission, and initiate new ways of thinking (Keller, 1995). The result is new influence on the culture of the organization. Great leaders are willing to challenge the status quo while trusting and empowering their people. Not only do leaders use obstacles to create a positive future, they are willing to set an example of sacrifice for the good of the next generation”. (Banutu-Gomez, M. B. & Banutu-Gomez S. M. T., 2007). The scenario for this paper’s topic is leading a continuously changing organization and will be presented as follows: A new chief executive officer (CEO) has been employed to lead a mid-sized organization that has settled for the status quo which places the company in a position of stagnation – holding steady, but no growth due to not keeping pace with changes in the area it serves. The company is staffed with new employees who want to modernize the organization and loyal, long-time employees. The Board of Directors, while recognizing the service of the latter group of employees also recognize that some sectors of the company’s operations will benefit from being moved “off shore” and modernizing (GCU, 2012). This essay will discuss foundational theories to be used to lead the organization, how effectiveness is assessed from the foundational theories, how they can be adapted in this situation, and how the new CEO’s leadership skills and style will prove to be an asset or a drawback for a continuous changing organization to ensure the organization’s survival (GCU, 2012). Foundational Theories There are many foundational theories for change management that are a means for a leader to make conversions and to achieve a new vision for an organization. Two early versions of change models (force-field and Kotter’s 8-Step Plan) are still in use today and often used in combination or as a base for a model-specific problem (Strategic Leadership and Change Management, n. d.). The force-field model is familiar as a 3-step plan of freezing, change, and unfreezing and the more detailed 8-step plan that was further developed by John Kotter (1995), (Strategic Leadership and Change Management, n. d.). In this paper, an adaptation of the 8-step plan will be used. The new CEO will follow an 8-step plan as follows: Establish a sense of urgency; Form a support coalition (teams for pro-change); Create a convincing vision; Set in motion communication about the new vision and motivation for the change; Encourage the empowerment of employees to participate in the vision; The leader will organize activities highlighting the changes; Celebrate short-term goals as they are accomplished; Institutionalize the changes to imbed them in the organization’s culture (Strategic Leadership and Change Management, n. d.). Effectiveness Assessed and Adapted An assessment plan used by the University of Idaho can be adapted for use in this situation as stated by McCawley, P. F. (2009) in his study, Methods for conducting an educational needs assessment: Guidelines for cooperative extension system professionals. “An needs assessment is a systematic approach to studying the state of knowledge, ability, interest, or attitude of a defined audience or group involving a particular subject . . . A needs assessment also provides a method to learn what has already been done” McCawley (2009). The needs assessment plan, modified for this paper, entails how education and training can impact the organization; and what approach may be most effective. The CEO in this scenario will become aware of current programs and gaps in training that can provide data to document outcomes; knowledge about potential programs and products; and credibility in communicating pertinent information to the appropriate authorities. The seven steps in conducting a needs assessment based on McCawley’s study (2009) and adapted for this study are as follows: Define the objectives (what is wanted); whose needs are being assessed and to whom will see the results; method of collecting data and from whom; select representative respondents; analyze data; and follow-up with decisions (McCawley, 2009). CEO’s Leadership Style – Asset or Drawback Leadership in a continuously changing organization will be an asset if that person has the “ability to envision, maintain flexibility, think strategically, and work with others