scholarly journals Coaching and Feedback for Leadership Development and Organizational Change

2013 ◽  
Author(s):  
Manuel London
Keyword(s):  
Organizational Change ◽  
Leadership Development

Factors Contributing to Organizational Change Success or Failure

2021 ◽  
pp. 1427-1450
Author(s):  
Jenni Jones ◽  
Janet Firth ◽  
Claire Hannibal ◽  
Michael Ogunseyin
Keyword(s):  
Organizational Change ◽  
Leadership Development ◽  
Human Resource Development ◽  
Leadership Style ◽  
Success Factors ◽  
Participative Leadership ◽  
Change Initiatives ◽  
Critical Success ◽  
Hrd Professionals ◽  
Successful Change

Change, and changing, exercise the minds of most managers most of the time. In consequence, leadership development and change management tend to be top priorities for many human resource development (HRD) professionals today. Despite this, much academic and practitioner literature suggests that 70% of all change programs fail. Through analyzing 200 organizational change case studies, this chapter examines this high failure rate, investigates leadership styles and their relationship to change, and explores the key factors that either enable or hinder successful change. The key findings of this examination were that the majority of the 200 studied change initiatives were considered successful and that using Kotter's change model, which has been long established, does not necessarily mean success; nor does the use of a democratic/participative leadership style. The most significant hindering factors and the key critical success factors are also acknowledged.

Lead to transform a successful organizational change

2021 ◽  
pp. 1-9
Author(s):  
Zheni Wang
Keyword(s):  
Transformational Leadership ◽  
Organizational Change ◽  
Leadership Development ◽  
Organizational Behavior ◽  
Leadership Effectiveness ◽  
Subject Area ◽  
Gender And Leadership ◽  
Staff Members ◽  
The Usa ◽  
Faculty And Staff

Study Level/Applicability This case aims to assist students to learn about leadership theory and leadership effectiveness in terms of organizational change. It is best suited for undergraduate courses in leadership development, organizational behavior and specific teaching modules in Master in Business Administration courses. Subject area Leadership and leadership effectiveness; organizational change. Case overview This case is about a decade (2010–2020) of a transformation journey of the School of Business at Southern Connecticut State University (SCSU). Dr Durnin has been the first female Dean of School of Business in Connecticut State Colleges and Universities (CSCU) who made this transformation possible and continuing on. With listening ears and a supportive heart, Dr Durnin first moved faculty and staff members out of a “sick” office building and then created a supportive and collaborative culture to build the consensus among faculty and staff members to change for good. It has been her personalized influence, charisma and extraordinary upward negotiation that lead the School to shape its collective effort toward a multi-year Association to Advance Collegiate School of Business accreditation process since 2014. When dealing the uncertainty caused by the 2020 global pandemic, her autonomy-supportive approach once again connected people meaningfully together to excel the challenges brought by COVID-19 pandemic. Expected learning outcomes This case provides an example of female leader in higher education to illustrate a successful transformational leadership (TFL) example in the USA, as well as its implications on gender issues and leadership effectiveness. Upon completing the analysis of this case, students should be able to: – understand the TFL concepts, theory and its behavioral implications on gender and leadership effectiveness; and – assess and evaluate effectiveness of TFL styles in organizations. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or e-mail [email protected] to request teaching notes. Subject code CSS 6: Human resources. Keywords Transformational leadership, Organizational change, Gender and leadership effectiveness

scholarly journals Factors Contributing to Organizational Change Success or Failure

2019 ◽  
pp. 155-178 ◽  
Author(s):  
Jenni Jones ◽  
Janet Firth ◽  
Claire Hannibal ◽  
Michael Ogunseyin
Keyword(s):  
Organizational Change ◽  
Leadership Development ◽  
Human Resource Development ◽  
Leadership Style ◽  
Success Factors ◽  
Participative Leadership ◽  
Change Initiatives ◽  
Critical Success ◽  
Hrd Professionals ◽  
Successful Change

Change, and changing, exercise the minds of most managers most of the time. In consequence, leadership development and change management tend to be top priorities for many human resource development (HRD) professionals today. Despite this, much academic and practitioner literature suggests that 70% of all change programs fail. Through analyzing 200 organizational change case studies, this chapter examines this high failure rate, investigates leadership styles and their relationship to change, and explores the key factors that either enable or hinder successful change. The key findings of this examination were that the majority of the 200 studied change initiatives were considered successful and that using Kotter's change model, which has been long established, does not necessarily mean success; nor does the use of a democratic/participative leadership style. The most significant hindering factors and the key critical success factors are also acknowledged.

Integrated change: creating synergy between leader and organizational development

2010 ◽  
Vol 42 (3) ◽  
pp. 151-155 ◽  
Author(s):  
Ashley M. Guidroz ◽  
Karen W. Luce ◽  
Daniel R. Denison
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Leadership Development ◽  
Organizational Development ◽  
Leadership Programs ◽  
Change Initiatives ◽  
Content Type ◽  
Organizational Culture Change ◽  
Manufacturing Organization ◽  
The Individual

PurposeThe purpose of this paper is to share with organizations a method for integrating organizational culture change and leadership development within one balanced corporate initiative.Design/methodology/approachThis paper describes the benefits of organizational culture and leadership development, the steps taken to design such a program within a large, global manufacturing organization, and the benefits of the integrated program.FindingsIntegrating organizational culture with leadership development can help create a clear “line of sight” between the individual and the organization and builds broader accountability for the success of organizational change initiatives.Practical implicationsIntegrated culture and leadership programs can be designed within any environment. This case study serves as an example to provide readers with ideas for how to create and implement similar programs in other organizations.Originality/valueKotter stresses the need for leadership in organizational change, however, few case studies have been published in this area that articulate how leadership and organizational development can be successfully integrated.

Leading Organizational Change: Improved Leadership Behaviors Among Public Health Leaders After Receiving Multirater Feedback and Coaching

2021 ◽  
pp. 216507992110017
Author(s):  
Crystal Spears-Jones ◽  
Ranell Myles ◽  
Tichelle Porch ◽  
Stephanie Parris ◽  
Michelle Ivy-Knudsen ◽  
...  
Keyword(s):  
Public Health ◽  
Organizational Change ◽  
Leadership Development ◽  
Development Program ◽  
Leadership Coaching ◽  
Development Programs ◽  
Leading Change ◽  
Multirater Feedback ◽  
Leadership Development Programs ◽  
Leadership Development Program

Background: Leading Change is one of five Executive Core Qualifications (ECQs) used in developing leaders in the federal government. Leadership development programs that incorporate multirater feedback and executive coaching are valuable in developing competencies to lead change. Methods: We examined the extent by which coaching influenced Leading Change competencies and identified effective tools and resources used to enhance the leadership capacity of first- and midlevel leaders at Centers for Disease Control and Prevention’s National Center for HIV/AIDS, Viral Hepatitis, Sexually Transmitted Diseases, and Tuberculosis Prevention. Data included qualitative data collected via semi-structured interviews that focused on leadership changes made by leaders in the Coaching and Leadership Initiative (CaLI), a leadership development program for Team Leads and Branch Chiefs. Findings: Ninety-six participants completed leadership coaching; 94 (98%) of whom completed one or more interviews. Of those 94 respondents, 74 (79%) reported improvements in their ability to lead change in 3 of 4 leading change competencies: creativity and innovation, flexibility, and resilience. All respondents indicated tools and resources that were effective in leading change: 49 (52%) participated in instructor-led activities during their CaLI experience; 33 (35%) experiential activities; 94 (100%) developmental relationships, assessment, and feedback; and 25 (27%) self-development. Conclusions/Application to Practice: First- and midlevel leaders in a public health agency benefitted from using leadership coaching in developing competencies to lead organizational change. Leadership development programs might benefit from examining Leading Change competencies and including instructor-led and experiential activities as an additional component of a comprehensive leadership development program.

scholarly journals Business Resilience and Social Inclusion: A Critical Reflection on Internal Marketing

2021 ◽  
pp. 77-96
Author(s):  
Francia Contreras ◽  
Tania Elena Gonzalez Alvarado
Keyword(s):  
Organizational Change ◽  
Data Analysis ◽  
Leadership Development ◽  
Social Transformation ◽  
Social Inclusion ◽  
Critical Reflection ◽  
Internal Marketing ◽  
Four Dimensions ◽  
Business Resilience

The aim of the paper is to identify the dimensions of the Internal Marketing that contributes to business resilience and social inclusion. Marketing is approached as a tool for social transformation. The documentary and data analysis focused on the relevant theoretical and practical models proposed in the last decades. It concludes with the proposal of four dimensions of internal marketing that stimulate business resilience and social inclusion wich are: 1) the attraction and development of talent through the competitiveness of the workplace; 2) organizational change; 3) leadership development and empowerment; and 4) communication for the exchange of knowledge and motivation.

Business: Conceptualizations of Organizational Change Viewed Through the Lens of Power: A Tutorial for the Speech-Language Pathologist/Audiologist Administrator

2011 ◽  
Vol 21 (1) ◽  
pp. 9-17
Author(s):  
Patrick R. Walden
Keyword(s):  
Organizational Change ◽  
Health Care Organizations ◽  
Social Power ◽  
Social Systems ◽  
Front Line ◽  
Organization Level ◽  
Speech Language Pathologist ◽  
Constant State ◽  
Theories Of Change ◽  
Or Organization

Both educational and health care organizations are in a constant state of change, whether triggered by national, regional, local, or organization-level policy. The speech-language pathologist/audiologist-administrator who aids in the planning and implementation of these changes, however, may not be familiar with the expansive literature on change in organizations. Further, how organizational change is planned and implemented is likely affected by leaders' and administrators' personal conceptualizations of social power, which may affect how front line clinicians experience organizational change processes. The purpose of this article, therefore, is to introduce the speech-language pathologist/audiologist-administrator to a research-based classification system for theories of change and to review the concept of power in social systems. Two prominent approaches to change in organizations are reviewed and then discussed as they relate to one another as well as to social conceptualizations of power.

Benefits and Characteristics of Mentoring Students and Young Professionals

2008 ◽  
Vol 18 (2) ◽  
pp. 67-73 ◽  
Author(s):  
Kristal Mills
Keyword(s):  
Leadership Development ◽  
Clinical Supervision ◽  
Effective Means ◽  
Academic Research ◽  
Mentoring Programs ◽  
Teaching Skills ◽  
Online Mentoring ◽  
Young Professionals ◽  
Research And Teaching ◽  
Workplace Retention

Abstract Mentoring has long been believed to be an effective means of developing students' clinical, research, and teaching skills to become competent professionals. The American Speech-Language-Hearing Association (ASHA) has developed two online mentoring programs, Student to Empowered Professional (S.T.E.P. 1:1) and Mentoring Academic Research Careers (MARC), to aid in the development of students. This paper provides a review of the literature on mentoring and compares and contrasts mentoring/mentors with clinical supervision/preceptors. Characteristics of effective mentors and mentees are offered. Additionally, the benefits of clinical mentoring such as, teambuilding in the workplace, retention of new staff, leadership development, and improved job satisfaction are discussed.

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