Literature Review of Leadership Styles Literature Review of Leadership Styles Introduction Leadership is a concept used in many different contexts with an array of meanings.
Organizations are more likely to take initiatives through radical changes and for such radical changes; organizations need to adopt transformational changes with transformational qualities while transformational leadership has been identified, as key to organizational change.
However, transformational leadership is regarded as important quality for the successful and effective organizational change, considering the significance of the organizational change in the organization and need for transformational leadership for such change within organization; this literature view is intended to find the literature related to organizational change and organizational development.
It is followed up by identifying the eight errors that an organizations must avoid to implement successful changes and eight steps that organizations need to take in order to manage the change successfully. The chapter is divided into five major sections covering the concept of organizational changes and role of transformational leadership within organization.
Other section reveals and discusses the eight errors that organization must avoid to implement successful changes and eight steps that organizations need to take in order to manage the change successfully. Order Dissertation Chapter Transformational Leadership and Qualities of Leader According to Givensthe theory of transformational leadership has been capturing the interest of many investigators researching on organizational leadership over past years.
A leader could adopt position-based and person-based sources to exercise their powers.
In the process of such transformation Kotteridentified eight errors that are faced by the organization that are required to be considered for the successful implementation of such change.
Allowing too much complacency The most important obstruction in the implementation of the change within an organization is the high level of complacency. Failing to Create a Sufficiently Powerful Guiding Coalition Numerous studies have shown that a change within an organization could not be implemented until and unless the leader is an active participant and guide.
The lack in efficient and sufficient guiding by the leader is a error. Order Dissertation Chapter Underestimating the power of vision Likewise, the third error identified in the course of vision of the company, as vision plays an important role in the setting up the direction, alignment and inspiration of the actions of eth management and the leaders.
Under communicating the vision by a factor of 10xx, Forth error identified is the ineffective communication strategies adopted to communicate the long-term change.
Permitting obstacles to block the new vision According to Kotterorganizational culture and performance appraisal system could become obstacles in the transformation process of an organization and these are not considered by many leaders.
Neglecting to anchor changes firmly in the corporate culture.
Review posted and now it's pending for approval!Trends in leadership writing and research: a short review of the leadership literature Susanne Burns Consultant Director, Centre for Cultural Leadership, Liverpool John .
UNDERSTANDING CHANGE AND CHANGE MANAGEMENT PROCESSES: A CASE STUDY by CHAPTER TWO: LITERATURE REVIEW 13 Introduction 13 The Phenomenon of Change 14 Change Management – A Brief Overview of the Field 21 Reasons for Change This literature review is organized in the following manner: In chapter 2, the role and background of requirements change management is described In chapter 3, the change management process is discussed in detail.
Before analysing the research questions and verifying the hypotheses in chapter five the following sections provide a theoretical overview on change management, resistance to change and critical success factors of change initiatives identified by other researches.
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Flexible courses online & onsite. How new leaders affect strategic change following a succession event: a critical review of the literature. The Leadership Quarterly, 23, pp. Ibarra, P.