Analysis Of Argosy University: Leading Through And Beyond Change

Argosy University course on Leading through and beyond Change is a good segway to delve deeper into our discussion on change management. Noting that our everyday lives are filled with change, organizations must also endure this unavoidable reality. As we live and witness real-life social, political, and environmental issues from around the world, these issues do affect how leaders lead their organizations. The four market change components for an organization are:

a. Customer – organizations must change to meet the needs of current and potentially new customers, whether it is for financial needs, life circumstances, or personal taste.

b. Technology – there is a constant need to keep the most current hardware and software and keep up with

Business Environment and Competition – in the market place, competition may be more competitive than ever. Mergers and acquisitions are forcing change throughout the business environment.

d. Employees – Twenge, Campbell, Hoffman, and Lance (2010) opine organizations are being confronted with generational work ethic issues, and they must develop and deploy training programs so they can have a cohesive workforce and meet organizational demands.

These four components are critical to an organizations survival and long-term success. Halm (2014) noted in his research statistical data from Kotter’s 1996 survey data that change initiatives failed at an alarming rate of 70%, but stresses the fact that the significance of leadership’s change management diligence and the cultivation of new cultures are two important factors that contributed favorably to the change process. He points to three enablers that contributed to a successful change process. These enablers were (1) engaged leadership; (2) teamwork and culture; and (3) operating philosophy (Halm, 2014).

Transformational Leadership and how they

a process improvement approach to reframing problems and applying new framework,

f. openness to others and their thoughts and ideas, and

g. an organization-wide culture that provide learning opportunities and supportive climate.

Role of Transformational Leaders in change management situation

Ghasabeh et al (2015) observes transformational leaders as visionaries, creating, sharing, and inspiring followers about both short and long-term organizational goals. These leaders are able to enhance their organizations performance in the marketplace by empowering their followers to be the drivers of their own success (Ghasabeh et al, 2015). Baer et al (2015) sees a transformational leader as a change agent, thusly, highlighting all of the attributes and characteristics acclaimed by others. This repackaging of the change agent – transformational leaders scorecard does little except to change where a person might be in the process of change. The three action items they identified as being a radically different course, (1) focusing on accountability and analytics, and doing so with authenticity; (2) building strong strategies, models, and approaches to improve success and sustainability; and (3) understanding culture, embracing collaboration, and doing so with courage, are already reflected on the transformational leaders report card (Baer et al, 2015). Cady et al (2014) acclaim to transformational change is comparable to those of other researchers in that they emphasize the need