Change is never easy; It is in our human nature to resist change – whatever the cause is. Despite this fact, many organizations have managed to overcome obstacles to change and have adopted new models for not only leaders styles but also other organized processes (Nahavandi, 2003). As you've already mentioned, one of the toughest models is changing from a typical hierarchy policy or management style to democratic or intelligent management. However, the key to successful organizational changes is a good way to change management (Dudink & Berge, 2006). Part of that change management system is also preparing your company for a new shift in leadership approaches, and requires the organization to build up a group of cultures – from the beginning and communication down (Rosenburg, 2001). Managers at all levels need to identify and make use of their talent as well as create sound communication between team members (Dudink & Berge, 2006).
Change can be the ultimate test leader. As a leader of the organization, you should implement a sound change management system to manage not only your people, but also the business types of the organization (Dudink & Berge, 2006). According to John Kotter (2007) leading expert in management change, leaders leaders often face some major mistakes – those that Kotter has specifically reduced to eight major steps. As a leader of the organization, you should consider taking these eight steps in order to develop a solid approach and framework to transform your organizational methods.
The first step in dealing with change is to breastfeed. Most changes start when leaders look at the company's current circumstances, performance and customer satisfaction (Kotter, 2007). Is customer satisfaction affected by a slow decision-making process? Are there "too many cooks in the kitchen" so to speak? This is perhaps the most important step in the process and requires involvement and "aggressive cooperation" of all of the company.
The second step is to create a powerful "leading conglomerate". But what does this mean? Not only does the department or department manager need to be the key holder and supporter, but it must also be in the top levels of the organization: CEO and other managers. If the most important people in the company do not buy, then it will not be either (Kotter, 2007). In a small company, this group can only be three or four people, although in a larger organization this could be a wide range; twenty-fifty people.
The following steps are:
1. Define long term vision;
2. Communicate this view aggressively (ie ten times more than you think at the beginning);
3. Remove obstacles that do not support the new vision and support others to support that view;
4. Organizes, establishes and celebrates short-term "wins"
5. Accept corrections and prepare for more change (ie do not declare victory too soon) and;
6. The establishment of new methods.
But how to convince you to others to buy into a structural change; especially from autocratic to democratic management style? The first question that should be for each individual in your summit should be: "What is leadership?" Carefully listen to the person's definition: One will usually find many different versions of what each person considers to lead. However, this different difference between Nahavandi (2003) indicates that the leader has three similar elements: (1) leadership is a group phenomenon; It can not be a leader without followers, and therefore, when the team environment, (2) leadership is targeted, which means that leaders always influence or lead a team to specific actions to achieve certain goals and (3) in the presence of a leader, one assumes for some sort of hierarchy or self-governing leadership. However, it can also be informal, flexible and largely equivalent.
By dealing with these three similar factors, Nahavandi (2003) continues to show that by connecting to them, we define leaders as someone who guides or influences a team and helps them to establish and achieve goals and goals efficiently. inactive. This shows that in order to be an effective leader, you do not have to use a top-level approach and responsibility and responsibility for decisions can be shared with the team.
But the next question is, "How do you get them to change their style leadership?" In order to maintain revolutionary institutional changes, you must first encourage them in your guidance or transformation group. Nahvandi (2003) believes that the transformation leader is best achieved by inspired followers, enabling them to "activate revolutionary changes". Transformational leadership includes three main elements: charisma and inspiration (ie, creating emotional bonds), intellectual stimulation (ie challenging followers to solve problems instead of you) and individualized discussion (ie develop personal relationships with each followed). When these three components are merged, they allow vehicles to change not only the organization but also the individuals themselves.
By following these steps, the agency will inevitably produce better ideas than with shared responsibility for decisions. The greatest impact of these actions must change the way people think, act and share ideas; Consequently, changing the very culture of the company and how it does business.
With the words Kotter (2007), "lead to change can be the ultimate test leader." Human nature is resisting change, and the aggressive and persistent change management process of the organization must be implemented as a framework to lead a significant transformation into planning. Once this framework has been implemented, you as a leader of the company in an effective and reliable way convince your followers and the rest of the organization in a new way of thinking. So, allow better, faster and high quality decisions that provide your customers with what they need: satisfaction.
Dudink, G., and Berge, Z. (2006). Balance Top-Down, Bottom-Up, and Peer-to-Peer Approach to Maintain Distance Learning. Turkish Journal of Distance Learning 7 (3), 144-152.
Kotter, J. (2007). Leading change. Harvard Business Review 85 (1), 96-103.
Nahavandi, A. (2006). Art and science leadership. Upper Saddle River, NJ: Prentice Hall.
Rosenberg, M. (2001). E-Learning: Methods to Deliver Knowledge of Digital Age. New York: McGraw-Hill.