WEEK 8 LDR 825 STUDENT RESPONSES
ORIGINAL QUESTION
Human beings have desires for change and adventure on the one hand and stability and safety on the other hand. How would you as a leader most effectively address both of these needs in organizations that invoke a model of continuous change?
STUDENT ONE- ANISK
Most individuals desire change and adventure and stability and safety at the same time. Although both are desired, typically people long one more than the other; it depends on the situation. For example, someone working at an assembly plant with the same job every day, might grow tired of performing the same function every day – they may even develop a physical issue from the repetition. This would cause them to desire a change. However, moving the operation/job function offshore and/or to another location in the building is not a desired change. The stability of their job means more to them than the monotony of the repetitive job function. In situations like these, leaders should be authentic. In fact, Alavi et. al (2017) states that authentic leaders should not need to mimic other’s characteristics while interacting and learning from others, but act based on their internal values. As a leader, I would lean on my core values and make decisions based on what is best for my organization and the individuals who support it.
Reference
Alavi, S. B., & Gill, C. (2017). Leading change authentically: How authentic leaders influence follower responses to complex change. Journal of Leadership & Organizational Studies , 24 (2), 157-171.
STUDENT TWO- VICTO
Hello class,
Swaim (2014) argues that overcoming resistance to change is often one of the biggest challenges for continuous improvement practitioners. In the first of a four-part series on managing change in the enterprise, Dr. Robert Swaim looks at the reasons organizations change. Leaders in an organization can change the way they are structured to be more responsive to their external environment. Townsend (2017) found out that creating an environment that encourages entrepreneurial spirit in all of us is especially useful in the current economy. With breakdowns in profits, new budgets, and staff cuts, managers are struggling to keep workers not only motivated but more productive than ever before. As a leader, you should give your employees the opportunity and freedom to create and work out their plans. This allows for the creative and entrepreneurial spirit to show up in your workforce. You may need to tease it out, but it is there.
Bell (2021) pointed out that as an employer, you have a job to provide a safe work environment for your employees in your organization. Not only is it the right thing to do, but it is also the law. So, what exactly does it mean to have a safe work environment? The simplest answer is that safe workplaces follow state, federal, and local laws. And the best way to demonstrate your company’s commitment to workplace safety is to have policies in place that show how you follow these laws. A safe work environment is about more than just preventing injuries or the spread of disease, it is about making employee well-being a priority. A safe workplace is one where employees feel secure and enjoy a safe space, company values, and a positive co-working environment that encourages respect for everyone. Ryba (2020) suggested that creating stability may be a challenge, but it is important for your organization’s success. As a leader, it should be your responsibility to provide stability for all your employees to do the best work.
STUDENT THREE- DAMAR
Effective leadership depends significantly on emotional intelligence. Creating a sense of balance in the workplace is an important factor when faced with challenges in decision-making. Solomon (2020) investigates dimensions of management through emotional intelligence to include factors of communication, influence, ethics, empathy, knowledge, and adaptability as a few factors that contribute to change management. Leaders possess persuasive competencies and awareness in building an organizational climate that influences the employee’s role and company objectives. Leaders organize change in a way where change fosters organizational stability. Constant professional development and understanding of policies keep employees current with trends and possibilities. The social competencies of leaders include awareness of the role others play as part of a knowledgeable team with a clear vision of purpose and objectives. Moore & Wang summarize the importance of the inclusivity of stakeholders through shared knowledge and communication in building trust and understanding toward the need and goals for change. As a leader, communication that is transparent and firmly planned to offer a sense of security and motivation is a key strategy to effectively address the needs for change and stability simultaneously.
Moore, J. H., & Wang, Z. (2017). Mentoring top leadership promotes organizational innovativeness through psychological safety and is moderated by cognitive adaptability. Frontiers in Psychology, 8, 318.
