...AMERICAN PUBLIC UNIVERSITY KEMISHA N WARE A CHANGE IN LEADERSHIP AT THE LOCAL EDUCATION AUTHORITY PADM520 JUNE 2014 Introduction An organization’s culture forms over years of interaction between the persons involved in that organization. Those in the leadership positions set the tone and standards that will be followed by others involved. But what happens when that leadership fails to lead? How does an organization tackle the issues of poor communication, no defined or set policies, an inadequate administrative system and lack of leadership? This is the problem that Local Education Authority (LEA) was faced with when its new leader, Ales Rakovich, took over the organization as the LEA head when the organization had a negative culture already in place. Rakovich failed to make changes within the organization, which resulted in multiple mistakes. Mistakes made included failing to communicate with one another and failure of the secretary to handle correspondence and effectively perform her job functions. Rakovich reported to the head of the Regional Education Authority (REA). More than once, the REA expressed their dissatisfaction with the job performance and working habits of the LEA staff. As the head of the LEA, Rakovich was responsible for organizing and monitoring the organizations work. But after failing to effectively lead the organization, not only was the LEA’s reputation damaged but so...
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...With the change of society, an increasing number of women have engaged in work and their roles as leaders in work have also caused people’s attention. The purpose of this bibliography is to find the changes of gender in leadership. With the development of society, the number of female leaders is increasing in recent years (Michelle and Elaine, 2008). According to (Stewart, 2009), there are more difficulties facing female leaders than male leaders, which makes it difficult to involve more females in the leading positions. A research (Hilary, 2009) indicated that although the number of female leaders is increasing, the ratio of female leaders in leadership is not balanced and more females should be involved in management positions. According to Kaycee (2010), the changes of gender in leadership have been in the process, which can be proved by the changes of people’s attitudes to female leaders. Reference | Michelle M & Elaine Y(2008), The trend of female leaders in organisations, Journal of Management, 23, 7, pp 105-124 | Type of Article | Literature review | Aim\purpose | The purpose of this article is to find out the changes of female leaders in the past decade and explain the reasons of the changes and then predict the trend of changes. | Approach | This paper reviews previous theories about the necessary of involving female leaders and then it presents the process of female leaders entering the management field. It highlights the trend of changes of gender...
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...Discuss the role of leaders and leadership in serving as effective change agents. Abstract Change has an important place in the study of organizational life. Whether a corporate giant or a small start-up, every organization today faces the challenge to change and adapt, either as a response to the external environment or simply a deliberate internal procedure to re-look at business operations to maintain its viability. Generally, people are usually inclined to defend the status-quo and resist change for a multitude of reasons ranging from a straightforward intellectual disagreement to deep-seated psychological factors. The degree of skepticism and resistance to change from employees make implementation difficult and their counter-productive behaviors tend to jeopardise the success of the change process and thus the intended objectives. Successfully reducing resistance and motivating employees through the transition is vital in organizational change efforts. Salient factors from literature reviews in enabling organizational change are presented and the need of leadership and role of leaders as effective change agents is discussed in this essay. Successful organisational change is about the interplay of all organizational elements such as human resources, systems and technologies. Good leaders and leadership skills have been identified as pivotal to garnering support of people in championing change initiatives that steer organisations...
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...Keywords Empowerment, Language, Leadership, Organizational change, Resistance, Teamwork Abstract Resistance to change is a centerpiece in the traditional change agenda. The author argues that resistance to change is not a basic part of our make-up and he uses the example of his grandfather’s l ife to provide examples of the many dramatic changes that have successfully impacted on people’s l ives during the twentieth centur y. The author outl ines the leadership inadequacies that result in change initiatives being rejected. Central to these leadership problems are a lack of vision, l imited integ r ity, lack of coura ge, inappropr iate langua ge, l imited understanding of true empowerment, and only a passing commitment to leadership as service. The argument concludes that while many modern leaders have been trained in the what and the how of change, the real problem lies in the fact that the why and the who gains remains largely mute. William (Bill) Burdett was born in 1896 in a small village in Northamptonshire, England. Like many of his generation, he fought in, what has been referred to ever since as, The Great War. Indeed, well in to his 80s, he could describe with vivid detail the Battle of Jutland and the scuttling of the German fleet at Scapa Flow – events that came alive as he described, not what the history books said, but what he personally witnessed. And though he was not blessed with an unusual level of talent, or even with an extra stroke of luck, this simple...
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...Leadership and Change Archie Norman was able to use his leadership skills to bring Asda out of ruin into a highly successful business. When he first came into the company and noticed the dysfunction among top management, he wasted no time in restructuring his team. The Heifetz and Laurie article has pointed out that many leadership are not able to make the distinction between leadership and authority. Norman was able to clarify this distinction, faced the problems of the company, which enables the company to move forward. After restructuring the top management due to their dysfunctional nature, Norman also did away with the lavish spending management was spending on themselves. Archie was also not afraid to hire people whom he can learn from. We see that adaptive work is challenging because By protecting leadership below, he encouraged great performance. It also continued the pace of growth of the company. In his video, Norman said, it is important to protect the worker and continue promoting even through bad times. A person’s career should not come to a halt because of bad times. He also regulated distress by making employee adjustments early on when he first took over. Mr. Norman also wanted everyone to understand the situation the company was facing and have open communication throughout the company. One major characteristic of Norman’s management style was that he wanted to give the work back to the people. By giving the workers a greater autonomy...
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...Final Proposal 1.Introduction The purpose of this Final Proposal is to analyze the situation around JSC «YXY», to identify the internal and external problems become the triggers of the organizational decision to implement the change. To provide the organization with the diagnosis of factors contributing to change implementation. To determine the groups of stakeholders involved in change process, their interests in relation of this process and predict their behaviour, fears and concerns. We should emphasize the role of leadership, to define the challenging aspects causing the resistance to change, and to offer the methods of its reduction and overcoming. Finally, we will provide the organization with transformation model and give recommendations in order to succeed the people buy-in during the change preparation and implementation process. 2.Background to the Situation of Change (A) Organizational internal problems JSC «YXY» , the regional retailing company and distributor whose results have been in decline for 2 years, needs for significant change. The organization has faced the following problems and issues: Main problems and issues: -High rate of personnel turnover. -Low material interest of stuff in sales results. The personnel has no clear sense of responsibility allocation within the company and does not understand for whom to appeal to settle the current issues. -Ongoing decline in profitability as a result of the existing management system which does...
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...Τίτλος Μαθήματος: Change Leadership Φοιτήτρια: Σταυρακάκη Μαρία Ηράκλειο 2016 ΠΕΡΙΕΧΟΜΕΝΑ ΠΡΟΛΟΓΟΣ 3 ΗΓΕΣΙΑ 4 ΟΡΓΑΝΩΣΙΑΚΗ ΑΛΛΑΓΗ 5 ΠΕΡΙΟΡΙΣΜΟΙ ΣΤΗΝ ΟΡΓΑΝΩΣΙΑΚΗ ΑΛΛΑΓΗ 7 ΗΓΕΤΗΣ VS ΜΑΝΑΤΖΕΡ 8 ΗΓΕΣΙΑ ΚΑΙ ΟΡΓΑΝΩΣΙΑΚΗ ΑΛΛΑΓΗ 10 ΜΕΤΑΣΧΗΜΑΤΙΣΤΗΣ ΗΓΕΤΗΣ ΚΑΙ ΟΡΓΑΝΩΣΙΑΚΗ ΑΛΛΑΓΗ 12 ΒΙΒΛΙΟΓΡΑΦΙΑ 14 ΠΡΟΛΟΓΟΣ Στην παρούσα εργασία αναλύεται η έννοια της ηγεσίας και ο ρόλος του ηγέτη στις σύγχρονες επιχειρήσεις. Αναδεικνύεται η αναγκαιότητα της οργανωσιακής αλλαγής των οργανισμών καθώς και τα προβλήματα που παρουσιάζονται κατά την διαχείριση της. Γίνεται διάκριση του ρόλου του ηγέτη από τον ρόλο του μάνατζερ κατά την οργανωσιακή αλλαγή και επικεντρώνεται στην σπουδαιότητα του ρόλου του ηγέτη στην ομαλή οργανωσιακή αλλαγή καταλήγοντας στον καταλληλότερο τύπο ηγεσίας για την διαχείριση της. ΗΓΕΣΙΑ Η ηγεσία είναι μία ευρύτερη έννοια , η οποία έχει πλαισιωθεί και οριστεί με πολλούς και διαφορετικούς τρόπους. Ακόμα και σήμερα προσπαθούν μελετητές και επαγγελματίες να αποδώσουν σωστά αλλά και να καταλάβουν σε βάθος το φαινόμενο αυτό. Πιθανότατα να μην μπορεί να αποδοθεί πλήρως ακόμα και σήμερα η έννοια της ηγεσία , παρόλα αυτά έχουν γίνει πολλές προσπάθειες απόδοσης ολοκληρωμένου ορισμού (Lopez, 2013). Ένας ορισμός που θα μπορούσε να συμπεριλάβει την έννοια της ηγεσίας θα μπορούσε να είναι : ΄ η διαδικασία κατά την οποία ένα άτομο (ηγέτης) επηρεάζει μια ομάδα ατόμων (ακολούθους) έτσι ώστε να επιτευχθούν οι επιθυμητοί...
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...Contents Vision 5 Mission 5 Values 5 Objective 5 Leadership 7 Interviews 7 General Interview of the General Manager (Leader) 7 Views about Leadership 7 Emotional Intelligence Interview 8 Self-awareness 8 Self-Management 9 Building relationships 10 Social Awareness 11 Theory in Practice 12 Leadership Capabilities 12 Sensemaking 12 Relating 12 Visioning 12 Leadership style 12 Transactional Leaders 13 Transformational Leaders 13 Leadership Grid 13 Change 17 Change in last one year 17 Change in HR 17 Major Change 19 Driving forces of change 19 Manager A 19 Description 19 Change Factors (why to bring change) 19 Diagnosis 20 Causes 20 Effects 20 Intervention 20 Way of intervention 20 Institutionalization 20 Manager B 21 Description 21 Change Factors (why to bring change) 21 Diagnosis 21 Causes 21 Effects 21 Intervention 21 Way of intervention 21 Institutionalization 21 Manager C 22 Description 22 Change Factors (why to bring change) 22 Diagnosis 22 Causes 22 Effects 22 Intervention 22 Way of intervention 22 Institutionalization 23 Manager D 23 Description 23 Change Factors (why to bring change) 23 Diagnosis 23 Causes 23 Effects 24 Intervention 24 Way of intervention 24 Institutionalization 24 Manager E 25 Description 25 Change Factors (why to bring change) 25 Diagnosis 25 Causes 25 Effects 25 Intervention 25 Way of intervention 25 ...
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...Transformational Leadership and Change: How Leaders Influence Their Followers' Motivation Through Organizational Justice Carl Deschamps, researcher, Universite Libre de Bruxelles, and Solvay Brussels SchoolEconomics and Management, Brussels, Belgium; Natalie Rinfret, PhD, CRHA, professor, Ecole nationale d ‘administration publique, Chaire La Capitale en leadership dans le secteur public, Quebec, Canada; Marie Claude Lagace, researcher, Ecole nationale d'administration publique, Chaire La Capitale en leadership dans le secteur public; and Catherine Prive, researcher, CRHA, Alia Conseil Inc., Quebec, Canada E X E C U T I V E S U M M A R Y In the past decade, the reform of Quebec's healthcare establishments has resulted in a reduction in the number of institutions through mergers and closures. In this report, we investigate the consequences of reform by looking at managers' motiva tions and related mitigating factors. We examine the influence that transformational leaders have on their employees' motivation through organizational justice. Using a survey of 253 healthcare managers, we describe how the positive impact of transfor mational leadership on motivation is fully mediated via different aspects of organiza tional justice. The results indicate that while transformational leaders influence each type of organizational justice, followers' motivation is affected primarily by proce dural and interpersonal justice and little by distributive justice. ...
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...LEADERSHIP AND CHANGE MANAGEMENT ANALYSIS OF LEADERSHIP THEORIES AND CHANGE MANAGEMENT CONCEPTS WRITTEN BY: ANKITA PATIL BATCH: BABM-1 UNIVERSAL BUSINESS SCHOOL CONTENTS Serial No. | Title | Page No. | 1 | INTRODUCTION | 3 | 2 | LEADERSHIP | 3 | 2.1 | LEADERSHIP APPROACHES | 4 | 2.1.1 | TRANSACTIONAL LEADERSHIP | 5 | 2.1.2 | TRANSFORMATIONAL LEADERSHIP | 6 | 2.2 | REALATION BETWEEN TRANFORMATIONAL AND TRANSACTIONAL LEADERSHIP | 7 | 2.3 | X AND Y THEORY | 8 | 3 | WHAT IS ORGANIZATIONAL CHANGE? | 9 | 3.1 | MODLE OF THE CHANGE PROCESS | 9 | 3.1.1 | FORCE-FIELD ANALYSIS | 9 | 3.1.2 | THE THREE STEP MODEL | 10 | 3.2 | TYPES OF PLANNED CHANGE | 11 | 3.3 | IMPACTS OF CHANGE | 12 | 4 | CONCLUSION | 12 | 5 | REFERENCES | 13 | 1. INTRODUCTION: I choose to do the live project in ‘Max Elastic Technocraft’ which is an upcoming elastic manufacturing company. The company’s manufacturing unit is based in Varap gaon, Kalyan-Murbad Road, Murbad. The company is under the SME segment and has annual turnover of Rs. 10,00,00,000. The company manufactures all kinds of elastic bands which include woven elastics, jacquard elastics, mobilon tapes, furniture elastic, shoe elastic etc. There are total 150 employees which includes 2 HR Heads, 10 managers, 20 assistant managers, 5 technical heads, 7 technicians, 10 operation managers, 3 finance officers. The rest are the workers who handle machines according to their shifts. There are 41 machines in the company. The company follows two...
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...Leadership And Change Management Leadership is "a sequence of multidirectional, reciprocal influence processes among many individuals at different levels, in different subunits and within executive teams" (Yukl 1994, p. 459). It is the way to acheive the gaol and motivate the people to do best. Leadership is the source of inspiration and it shows the action and way of acts to do. Leadership is considered as a product of complex social relationships (Dachler 1988). Current theoretical approaches on leadership research is concern about a greater extent role of leadership research which describe and give some understanding and recommends for effective leader behaviour and normative models. They focus more on explanations of leadership processes, describing leader behaviours, and present why behaviours occur in certain situations. If there are behavioural recommendations are available it means this is usually done more carefully and rarely without any philosophy that anything is possible. Current leadership theories are accepting the limits which have leader influence. "The best leaders are those most interested in surrounding themselves with assistants and associates smarter than they are. They are frank in admitting this and are willing to pay for such talents."(Amos Parrish). Leader is a "person who rules or guides or inspires others"(Andrew, 2007). A leader is a person having personality which others want to follow him. They may not always make right decisions but they...
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...[pic] REGISTERED OFFICE Sena Kalyan Bhaban (19th Floor) 195, Motijheel C/A, Dhaka-1000, Bangladesh, Tel: 8765432, 2345678 Fax: 88-02-9564883 E-mail:digs@digsgroup.com,Website:www.digsgroup.com |Name |: | Diganta Textiles Ltd. | |Date of Incorporation |: | December 21,1985 | |Inauguration of Commercial Operation |: | March 14,1993 | |Listing with Dhaka Stock Exchange |: | April 18,1995 | |Listing with Chittagong Stock Exchange |: | December 26,1996 | |Authorized Capital |: | Tk.500 million | |Paid-up-capital |: | Tk.109.12 million | |Shareholders’ Equity |: | Tk.181.45 million | |Business Lines |: | Manufacturing 100% cotton yarn | |Number of Employees ...
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...Martin Luther King, leadership, transformation, change. The research finds that Dr. King personified the four characteristics of transformational leadership. It also illustrates King’s leadership legacy through modern works on leadership. Few individuals have made such a significant contribution to the advancement of modern society as Dr. Martin Luther King Jr. Born into a family of Baptist ministers in Atlanta, Georgia, in 1929, Martin Luther King also became a Baptist minister and rose to national prominence through the organization of the Southern Christian Leadership Conference and as leader of the Civil Rights Movement in the United States from the mid- 1950s until his death by assassination in 1968. Awarded the Nobel Prize for Peace in 1964, his leadership was fundamental to that movement's success in ending the legal segregation of African Americans in the southern states, and other parts, of the United States. Inspired by Gandhi's philosophy of non-violence, King promoted non-violent tactics for social change such as the massive March on Washington (1963), although he never witnessed his dream of a United States in which all Americans would have racial and economic justice. King’s vision of racial justice and love, provided hope and opportunity to African Americans beset by daily hardship and injustice and the impetus to initiate far-reaching social and political change. His ability to transform the struggle for racial equality into a vision with understandable, concrete...
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...Running head: LEADERSHIP AND SYSTEMATIC CHANGE Leadership and Systematic Change Leadership and Systematic Change An effective leader is a person who guides others toward a common goal, showing the way by example, and creating an environment in which other team members feel actively involved in the entire process. Systematic change or system wide change is dependent on quality leadership. Without quality leadership, systematic change will fail and the organization will feel disorderly, without direction, and uncomfortable. It is imperative a leader wishing to implement systematic change have a clear vision, direction, and a process for this change to take place. When effective leaders exert positive influence on their schools, student success, as measured by various outcomes, rises accordingly (Elmore & Burney, 1997). Change, lead by effective leaders, is inevitable and important for growth in organizations and without change stagnation occurs. Currently, at the school where I teach, I have the opportunity to work under two administrative leaders that are effective and compliment each other. I will refer to these leaders as Administrator One and Administrator Two when describing their experience, training and background both before leading my school and while leading my school. Both of the leaders at my school operate under the mantra that a great school is built off of three key ingredients. These ingredients are relationships, communication, and problem solving...
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...LONDON SCHOOL OF BUSINESS AND COMPUTER STUDIES | | |ASSIGNMENT | | | | LEADERSHIP AND CHANGE MANAGEMENT | | | | | | | | | ➢ Name: VICTORIA NWANDU ➢ Student ID: L20093036 ➢ Course: PGD BUSINESS MANAGEMENT ➢ Module: LEADERSHIP AND CHANGE MANAGEMENT ➢ Assignment Title: MY PERSONAL AND MANAGERIAL EFFECTIVENESS ➢ College: LONDON SCHOOL OF BUSINESS AND COMPUTER STUDIES ➢ Modular Leader: MR. IDOWU OLOWE ➢ Word Count: 765 ➢ Year: 2011/2012. In summary, based on the questionnaire given out within my organisation and colleagues at school; I have been assessed on 22 qualities of my personal and managerial effectiveness. The questionnaire is an exploration towards identifying the relationship between my personal level and managerial effectiveness...
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