LEADERSHIP AND CHANGE
Victor E. Franklin once stated, "When we are no longer able to change a
situation, we are challenged to change ourselves.”
I knew precisely what he intended to mean when I experienced exactly what
he said. There was a time when my life changed continually and there was nothing I
could do. Since the minute I chose to move here in Cagayan de Oro City, my life took
a radical new course. The defining moment of my life, moving from Bukidnon to here,
brought many changes that I could not get away. As I recall the moment when I
realized that I could not change what was going on, I knew that it was the ideal
opportunity for me to adapt to the new life that I had ahead of me.
Encountering new individuals, I needed to get used to the new situation where
I am in. For a few months, it was difficult for me going to class since I missed all the
people that I deal with every day; my pupils, co-teachers, the school staff,
administrators, friends and most of all my family. But, I had to change. I had to accept
the fact that I am not in Bukidnon anymore. I had to take into full consideration about
the new environment that I am in. With courage, faith, determination, and willingness
to adapt to the new situations and circumstances, I was able to find my feet in this
new abode.
Concept of Change
I believe that the above personal experience could relate so much to
leadership. In leadership, change is an ongoing regular process. For a productive
organization, change is intended to be achieved at three unique levels, that is,
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individual, group and the organization. At each level of progress, leadership assumes
distinctive part as it is the practical obligation of a leader to deal with the people and
endeavor to make their efforts be at their best in favor of change for the organization.
Change is a becoming way of life for associations, employees and leaders
alike (Barry, 2010). With organizational change happening at a quicker pace than
ever before, the capacity to recognize, adapt to, and capitalize on organizational
change become a necessity of effective leaders.
As indicated by Ajay (2002), change is an irrational and emotional process.
Being a pioneer of change, one needs to concentrate more on human aspects of
change as people are the fundamental doers in the sphere of intellectual capital.
Organizational change is a multifaceted and long term undertaking. A change
management is really an important plan in outlining how the organization is to move
from its present state to a desirable future state.
Organizational change is an arranged action as it fills in as a linkage between
the distinctive parts of a change process. For a successful change management
process, it is required to be carefully and properly planned. Effective making
arrangements for change must start well before changes are to be implemented and
constant assessment should be undertaken (Smith, 2006).
Change as a Process
Change as a practice was being theorized by Lewin in 1947. He apportioned
change as a process with three stages:
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(1) Unfreezing— It is about willingness to change, it includes getting a state of
an understanding that change is vital and to be get ready for leaving the present
comfort condition for future advantages;
(2) Moving— At this stage, individuals need to push ahead to embrace another
changed setup. People are most frightful from this stage as they need to leave their
comfort zones; and
(3) Refreezing— At this point, change is acknowledged as another standard in
the organization and change is a piece of the routine process.
Lewin likewise proposed that albeit sound judgment may twist toward
expanding intense powers to convince change, in numerous delineations this may
cause an equivalent and inverse increment opposing powers and their might be no
change at all and more tension would arise than before.
Leaders as Change Agents
A leader is somebody who has the authority to control a group of individuals
and get it systematically organized for a specific goal or objective. He has a very
strong vision for the welfare and advancement of his people and the organization.
Senge (2010) outlines three fundamental qualities for a person to be in a
position of authority in the modern day organizations- a planner, an instructor, and a
steward. These three qualities help him translate mission and vision into reality.
For an effective change to happen, some researches revealed that
charismatic leadership and trust in top management are both essential. As revealed
by Noer (2013), the leader, as person, is the most essential tool for change. The
leader's understanding, empathy, qualities, and learning abilities are extremely vital
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aspects in the capacities to lead others to understand change and upgrade. It is the
leadership conduct that rolls out change circumstances more effective.
Change Management
Change management is a fundamental range of focus for the solid
development of an organization, it is even imperative for the survival of any
organization in the present days. Change management has been one of the core
competencies of the leaders in twenty-first century (Walton, 2015). Consequently
being change agents, leaders will be required to be more skilled and motivational.
Even after the carrying out of change, the responsibility of the leader does not
end. Change is consistent, one can definitely foresee. In any case, it is imperative
that organizations cultivate a change management approach through which they can
depend on to lessen unnecessary changes (Gills, 2011). That way, they can address
any difficulties head-on and not be crashed by whatever minute changes that may
come along the way.
Conclusion
Without solid leadership, organizational change will not ever be attainable.
Implementing change in a powerful way requires change agents that can lead a
group which have the willingness to effect change appropriately in a current system.
As change is a transformation method, therefore the change agents must positively
encourage all members for supportive response for change (Kotten, 2015).
Richardson (2011) emphasized that visionary transformers are required to
bring quality-driven change. Change agents are in charge of bridging the gap
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between strategic decisions and implementing changes within the organization. A
number of points of interest, details, impacts, and effects must be considered and
addressed for successful implementation of changes in all areas of the organization.
A powerful holistic approach to change management strengthens positive
responses to change among the members at all levels. Generally, the process itself
can be very unacceptable at first but a dynamic leader can make meaningful
changes happen within the organization.
