CW1 PDF
CW1 PDF
CW1
Date: 28.08.2020
The Key Characteristics of Leadership in Relation to Strategic Change
Introduction
development. The change process requires the input of leaders, the effectiveness of their
approaches, and positive traits. The main theories of change revolving around the concept of
leadership of change include the theory of emergent and incremental change, punctuated
equilibrium model of strategic change, and the theory of temporal planned change. Leadership
theories, contingency theory, path-goal theory, and transformational leadership theory, explain
the complexities in leadership and change. Leaders are expected to express positive
through change effectively. Notably, research links leadership to change by demonstrating that
leaders provide the required avenue for transformation and engagement of the stakeholders in the
process. Indeed, a charismatic, communicator and innovative leader would improve the
The concept of leadership of change has been illustrated through theoretical frameworks.
Ghasemy and Hussin list the theory of emergent and incremental change, punctuated equilibrium
model of strategic change, and the theory of planned temporal change, as main links of the
leadership of change (1). The emergent and incremental change theory inform that a leader could
adopt change, from an unplanned perspective, by implementing a specific technology. The main
Secondly, the temporal planned change theory argues that a change is directed by its purpose
(Ghasemy and Hussin 3). The theory links to the leadership of change by indicating four
elements that all leaders must adhere to, namely, commanding the change initiative, constructing
the changed timeline, teaching and socializing the change objectives. Thirdly, the theory of
observed when transitions in an entity are experiences between stable activities, while
reorientations are implemented by short periods of actionable reforms. A leader is considered the
center of the change characteristics, the implementation factor, and the overseer.
Moreover, the leadership of change is contingent on the actions and aspects of the leader
and their assumed style. According to Abbas and Asghar, leadership theories- contingency
theory, path-goal theory, and transformational leadership theory- are vital elements in simulating
change (Abbas and Asghar 13). For example, the contingency leadership theory requires the
leader to avail of an alternative approach to change in case the primary transformation proves
unfeasible. In this case, the leader-member relationship is expected to express a high level of
collaboration (Abbas and Asghar 13). Moreover, the Path-goal theory requires the leaders to be
effective communicators and guides of the required changes and transformations. The theory
indicates that effective leaders guide change by engaging the members in the development of
objectives and milestones. Thirdly, transformational leadership theory links leaders to change by
the ability to empower their members, impact learning capabilities, and propose clear visions.
The theories provide leaders with an opportunity and a platform through which they could
implement effective changes. Besides, leaders are the symbols of change as they are required
welfare.
Characteristics of Leadership in Relation to Strategic Change
Strategic change can be used as a parameter for leadership performance. As indicated by Gilley,
McMillan, and Gilley, effective leaders in terms of performance can express, support, and
oversee changes among the subordinates (41). Characteristics of leadership and its effectiveness
can reflect on the strategic nature of change. For instance, factors such as personal behaviors,
routines, and values held by a leader demonstrate their willingness to support change. An
effective and honest leader would give a chance to change, as long as it is to the best interest of
the organization, entity, or community that they represent. Moreover, the thoughts, capabilities,
and performance of leaders are reflected in their actions that either support or bar changes. In this
case, the characteristics of a leader linked to strategic changes include being visionary, engaging,
participative, and courageous. A leader with such characteristics would most likely allow
changes that would improve the status quo in the interest of the organization. Similarly, positive
strategic changes are an indication that the leader is influential, a good communicator, and
innovative. As observed, the positive characteristics are key influencers to the implementation
main barrier to organizational or community change (Gilley, McMillan, and Gilley 40). As a
result, a leader that has effective leadership communication abilities is most likely to steer
change as a leader is able to consider and express all the interests of the stakeholders. Similarly,
being approachable has a positive relationship with the mitigation of change resistance.
Interestingly, such leaders could be negotiated with and an amicable approach to change
achieved. Other characteristics entail being charismatic and creative. Notably, strategic change
requires more than the logistical organization and management. Leaders, therefore, are required
to devise ways to bring all stakeholders on board. Being charismatic allows transformational
leaders to create a psychological positivity in support of the proposed reforms. Such leaders
achieve this milestone by making all stakeholders a part of the change. Besides, attaching
Research indicates that there is a positive correlation between effective leadership and the
success of the strategic change. For instance, Hao, Jun and Yazdanifard found that innovation
and clear direction make leaders successful in a change process (3). The complexities between
leadership and change are derived from the responsibilities bestowed on the leader and the need
to identify, communicate, and implement transformations. For example, an effective leader must
identify a problem in their organization and propose changes. Moreover, incorporating the
contributions of their subjects in the change process make them effective. Besides, the research
illustrated that contributions of a leader in a change process are a factor of their managerial
culture, learning, and training in strategic change (Hao, Jun and Yazdanifard 4). From this
participation.
The complexities of leadership and change are also presented from the perspective of the
change drivers. In reference to Florea, the change drivers are the factors, in leadership, that
determine organizational success, in terms of ability to change (71). Specifically, factors such as
perceived rewards from the change process are the main leaders’ responsibilities. In this aspect,
it is the duty of a leader to influence the subjects and inform them of the projected rewards. In
are a crucial component in the identification of the required innovations. For instance, a leader
can easily identify a needed change and an innovative approach to implementation. Moreover,
complicated change processes, such as takeovers, require the input of leaders as the link between
shareholders and employees. Such linkages ensure that organizational culture and structure
remain intact through the change process. The complexity, in this research, between leadership
and change is based on their exclusive dependence. Leaders use change to become effective,
while the change process requires the input of leaders, as illustrated in the transformational
Conclusion
Summing up, there is an intertwinement between leadership and change. Notably, the positive
characteristics of a leader, such as innovation and communication, enhance their support for the
change process. From a theoretical perspective, leadership models- contingency theory, path-
goal theory, and transformational leadership theory- expound on the link between the leader and
member roles in transformation. Similarly, change theories applied were the theory of emergent
and incremental change, punctuated equilibrium model of strategic change, and the theory of
temporal planned change. The complexities of leadership and change, as derived from
contemporary literature, indicate that effective leaders have a higher capability of building a
robust change initiative. For instance, the transformational leadership theory illustrated the role
of a leader’s creativity and the use of innovation to empower subjects towards change. Indeed,
the effectiveness of leadership is the most strategic tool in the implementation of change.
Works Cited
Abbas, Wasim, and Imran Asghar. "The role of leadership in organizatinal change: relating the
Florea, Radu. "Change management and the role of leadership in facilitating organizational
change in corporate takeovers." European Journal of Economics and Business Studies 2.1
(2016): 68-72.
Ghasemy, Majid, and Sufean Hussin. "Change, leadership and change-oriented leadership
Gilley, Ann, Heather S. McMillan, and Jerry W. Gilley. "Organizational change and
Hao, Moo Jun, and Rashad Yazdanifard. "How effective leadership can facilitate change in