Leadership is the most important facilitator of change. These aspects of leadership that are significant in organizational transformation entail both philosophies and styles. How well change is initiated, implemented, and managed depends on the leadership styles and philosophies used (Nging & Yazdanifard, 2015). It is important to note that good leadership skills have to be back up by a functional organizational structure to implement change effectively. Furthermore, change is more successful when implemented by leadership teams, as opposed to a single individual. This paper will discuss how individual and institutional leadership influences change as per the selected case study.
Based on the two leadership approaches, philosophy consists of the values and ideals of how leaders should and their power sources. In a layman’s understanding, it is the set of values and beliefs that guide a leader’s thinking and behavior. The common saying states that leaders are not born but made. A person only needs to adjust their mindset to be able to take up leadership roles. On the other hand, the leadership style is planning, providing direction, and motivating people. Common styles include transformational, autocratic, democratic, and transactional leadership, among others.
As a leader, understanding your leadership styles helps identify strengths and weaknesses. Through a proactive approach, a leader can strategically use their strengths and counter weaknesses. Since knowledge is power, being aware of your values and perspectives can be used for self-empowerment and improving relationships with those around you. Creating a leadership philosophy enables leaders to b more intentional about their leadership. Furthermore, upon reflecting on real-life experiences, leaders clarify who they are and what their followers expect of them, hence tending to have more transparent and consistent decision-making capabilities.
Leadership has a direct correlation with organizational success. Leaders determine many aspects of the aspect, such as culture, employee motivation, and tolerance to change. They shape how institutional strategies are executed and influence those around them for maximum productivity and success. In fact, the influence leaders have on their followers determines the level of commitment and loyalty to achieving strategic objectives. It is not different when it comes to initiating and implementing change. Those in positions of power are assumed to create change. If they had initially governed their institutions well, then the process of change finds an already established structure that makes the transition smooth.
When looking for a person to take up leadership roles, organizations should seek a leader capable of vision creation and excellent in using an innovative approach to ensure organizational success. Leaders with these skills better manage organizational change since they motivate others to bring new ideas to the table and mobilize resources to actualize these ideas. However, besides these two main competencies, other characteristics are essential in ensuring a leader effectively initiates change and sees it through to generate results.
Organizations should ensure operational and structural proficiency before exerting pressure on change agents. To achieve the change outcomes, organizations should keep the process of change ongoing and assist the leadership team, whose primary role is directing and managing the stages of change. According to Mansaray 2019, the entire change process needs the organization, leadership, and stakeholders’ cooperation. It is worth noting that how leaders use their skills to navigate the organization towards achieving strategic goals is the same way they will steer change. Leaders are expected to have traits such as being visionary, passionate, and with the ability to win employees’ trust.
In the case study, there is a need for change in several sectors at St. Catherine College. First, the management restructuring will see a change in leadership in the heads of department. Secondly, the college’s vision needs a revision to adjust to current trends in the healthcare industry. Thirdly, the college requires a revision of its curriculum to produce graduates capable of using critical thinking in solving real-life problems. The fourth area of change is establishing centers where learners can acquire out of the class experience through internships. Finally, the pressure and changes in the marketplace have forced the college to review its enrollment qualifications to train professionals who can compete globally.
St. Catherine’s change agents include Sister Andrea Lee, who was expected to boost reputation and strengthen its programs. McLaughlin, the academic dean for health professions, had an excellent vision for the department if only the college could figure out the industry’s needs and figure out how to prepare its students to become exceptional healthcare leaders in the future. Smith was on the front line to outline the challenges that the healthcare department faced. All these change agents have the college’s best interests at heart, which is why we acknowledge their diverse perspectives.
Transformational leadership style is evident in change agent McLaughlin, dean of the health department. Her desire to figure out the department’s needs and develop ways to address them is concerned with formulating long-term goals to see the college grow to a leading producer of the best graduates in health professions. This style requires a leader to rise above their daily roles and get engrossed with a purpose that considers increased productivity as the basis for growth. Transformational leaders involve their teams to identify needed change, guide them by creating a vision, and motivate their followers through executing change.
Transformational leadership boosts morale and enhances the motivation of followers through a variety of tactics. For instance, when a leader leads by example, they inspire their followers into having an interest in whatever they are doing (Metwally et al., 2014). Leading the change process while incorporating excellent interpersonal skills will yield an outstanding commitment from followers interested in seeing the project a success. It is expected that followers emulate their leader and offer support in a way that identifies with their leader’s interests as a show of obedience.
McLaughlin s said to have been hired because she represented a different kind of experience in healthcare. She can achieve results, not just for recognition by the college but to create an opportunity for students. Upon recognizing this philosophy, we establish that this is a starting point for compiling a comprehensive vision for the college to guide each department to develop objectives directed towards achieving the overall goal. McLaughlin is expected to guide and supervise the change process. Right from making stakeholders in the college understand and appreciate that there is a need for a transformation to keep with current market trends. However, the change process does not solely do not have to be limited only to those in positions of authority. Support for leaders by their followers minimizes chances of resistance to change both internally and externally.
While inducing change, change agents should inspire and motivate relevant stakeholders with confidence and integrity.
Mansaray, H. E. (2019). The Role of Leadership Style in Organisational Change Management: A Literature Review. Journal of Human Resource Management, 7(1), 18-31.
Metwally, A. H., El-Bishbishy, N., & Nawar, Y. S. (2014). The impact of transformational leadership style on employee satisfaction. The Business & Management Review, 5(3), 32.
Nging, T. K., & Yazdanifard, R. (2015). The general review of how different leadership styles cause the transformational change efforts to be successful. International Journal of Management, Accounting and Economics, 2(9), 1130-1140.