Change is never easy, it is in the nature of our people to resist change – whatever causes. But despite this fact, many organizations managed to overcome the obstacles to change and the adoption of new models for not only leadership style, but many others planning as well (Nahavandi, 2003). As you may have already noted, one of the most difficult models to change is moving from the typical hierarchical or autocratic style of management to democratic or team-oriented leadership style. However, the key to successful organizational change is a sound change management process (Dudinka & Berge, 2006). Part of the change management process, is also preparing a business for the new shift in leadership methods and requires the organization build a team-oriented culture – from the top down communication (Rosenburg, 2001). Managers at all levels must identify and use the best skills of each person, and create a sound value-based communication between team members (Dudinka & Berge, 2006).
Change may be the ultimate test leader. As leader of the organization, you should perform a solid change management strategy in order to manage not only people, but the business case creation as well (Dudinka & Berge, 2006). According to John Kotter (2007), a leading expert in change, leaders often make some major mistakes – those that Kotter has particularly reduced to eight basic steps. As leader of the organization, you should consider taking these eight steps into considering in order to develop a solid approach and framework to transform the organizational leadership of your methods.
The first step in dealing with change is to establish a sense of urgency. Most change begins when leaders look at the current situation, performance and customer satisfaction company (Kotter, 2007). Is customer satisfaction influence for slow decision-making? Are “too many cooks in the kitchen” so to speak? This is perhaps the most important step in the process and requires the participation and “aggressive cooperation” with the organization of all.
The next step is to create a powerful “guiding coalition”. But what does this mean? Not only will the department or divisional leader become a key stakeholder and supporter, but so will the top levels of the organization, the CEO and other senior executives. If the most important people in the company do not buy in, the rest will not either (Kotter, 2007). In a small business, this guide team may only be three or four people, but in a larger organization, this could be a wide range; . twenty to fifty
The remaining steps are:
1. Define long-term vision,
2. Communicate the vision hard (ie ten times more than you think in beginning);
3. Remove barriers that do not support the new vision and empowering others to support that view
4. Planning for, create, and celebrate short-term “works”
5. Strengthening improvements and prepare for further changes (ie, do not declare victory too soon), and
6. Institutionalizing new approach
But, how do you actually convince others to buy in organizational change. especially the study autocratic to democratic leadership style? The first question that should be posed each of the reference line alliance should be, “What is leadership?” Carefully listen to the definition of each person, will usually find many different versions of what each person believes leadership is. But despite these differences Nahavandi (2003) points out that leadership includes three similar elements: (1) leadership is a group phenomenon; there can be no leaders without followers, and it is already the team environment, (2) leadership is goal directed, means leaders always influence or guide the team to a certain course of action to achieve specific goals, and (3) in the presence of the leader, taking one some sort of hierarchy or autocratic leadership. But this may be the case, it can also be informal, flexible and most equal force.
By addressing these three similar elements, Nahavandi (2003) continues to show that by linking them to define a leader as any person who directs or impact point and helps them to establish and achieve goals and objectives efficiently; in a non-autocratic fashion. This shows that to be an effective leader, you do not have to use a top-down approach and the responsibility and accountability for decisions can be shared among the team.
However, the next question is, “How do you get them to change their style of leadership?” In order to sustain a revolutionary change in the organization, you first need to encourage them to aim comparison or transformation leadership team. Nahvandi (2003) considers the transformation of leadership is best achieved through the inspiration of your followers, enabling them to “enact revolutionary change”. Transformational leadership finally includes three main elements: the charisma and inspiration (ie create emotional bonds), intellectual stimulation (ie, challenging followers to solve problems instead of you), and individual consideration (ie to develop personal relationship with each follower). When these factors are combined, they allow vehicle for change in not only the organization, but individuals.
By following these types of steps organization will consequently produces better ideas than forcing shared accountability decisions. The greatest implication of these actions will change the way people think, act and share ideas; thus changing the very culture of the company and how it does business.
In the words of Kotter (2007), “help change may be the ultimate test leader.” Human nature is to resist change and aggressive and sustained change management process for the organization must be implemented as a framework for leading a significant transformation in the culture. Once this framework has been implemented for you as a business leader will efficiently and effectively convince your followers, and the rest of the organization in new thinking. Thus, allowing for better, faster and higher quality decisions then provide your customers with what they need :. Satisfaction
Dudinka, G., & Berge, Z. (2006). Balancing Top-Down, Bottom-Up, and Peer-to-Peer methods to maintain distance training. Turkish Online Journal distance , 7 (3), 144-152.
Kotter, J. (2007). Leading Change. Harvard Business Review , 85 (1), 96-103.
Nahavandi, A. (2006). The art and science of leadership Upper Saddle River, NJ: Prentice Hall ..
Rosenberg, M. (2001). E-Learning :. Strategies for Delivering Knowledge in the Digital Age New York :. McGraw-Hill