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CHANGE.
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ARTICLE REVIEW: LEADERSHIP STYLES AND THEIR IMPACT ON IMPLEMENTING ORGANIZATIONAL
CHANGE.
The mechanistic approach is suitable for stable industries while the organic approach is more
appropriate to industries undergoing change. This study focusses on organic businesses which
undergo change more often. Four most basic characteristics of organizational change are
‘incremental change’ versus ‘radical change’ and ‘continuous versus discontinuous change’.
Radical Change is a substantial change that is often forced on the organization. Incremental
Change is the task of achieving changes in line with the existing culture and objectives of the
organization. Continuous change is a type of change that occurs over time. Discontinuous change
is not understood nor expected by the employees. First-order change (undone change) is a type of
change that focuses on doing more or doing less of something. Second-order change is a change
that cannot be undone once started. Forced change is change that is forced upon employees by
the higher level management. Based on a type of organizational change that is radical,
discontinuous, second order and forced are propositions used to cause the most resistance. On the
Leadership styles, six emotional leadership styles are discussed as: the visionary leader
(emphasis on empathy), the coaching leader (connect organizational goals with the goals of
individuals), the affiliative leader (emotional needs over work needs), the democratic leader
(commitment of employees via participation), and the pace-setting leader (challenges and sets
goals for employees) and the commanding leader (uses authority to give directions to
employees). The six emotional leadership styles by Goleman et al. (2001) is seen as the
fundamental distinction of leadership styles. The six emotional leadership styles is used since it
is most effective when it comes to employees’ acceptance of organizational change. Employees’
acceptance of change can be influenced, leadership styles. Even though the outcome of the
organizational change is positive, change is still disruptive and stressful for employees can be
understood by the Kübler-Ross model. The Kübler-Ross model describes five stages that
someone is going through when something in his or her life is changing.
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ARTICLE REVIEW: LEADERSHIP STYLES AND THEIR IMPACT ON IMPLEMENTING ORGANIZATIONAL
CHANGE.
The Big Five personality traits grants the possibility to select a personality trait that can be
quantified to fit in this conceptual framework. Openness to Experience display a preference for
variety, as enjoying grasping new ideas and intrinsic interest in and appreciation for novelty.
Conscientiousness related to dependability and volition and the typical behaviors associated
with it include being hard working, achievement- oriented, persevering, careful, and responsible.
Extraversion is behavioral tendencies used to measure this factor include being sociable,
gregarious, assertive, talkative, and active. Agreeableness refers to the number of sources from
which one takes one's norms for right behavior. Neuroticism refers to the number and strength
of stimuli required to elicit negative emotions in a person like anxious, depressed, angry,
embarrassed, emotional, worried, and insecure.
Based on the above Six emotional leadership styles and personality traits a combination of
propositions were created whether or not a certain combination will succeed or fail.
Critique in Relation to Aspects of the Article
There is no statement of the problem.
There is no specific hypotheses to be tested stated.
There is no method of sample selection described as one that is likely to result in a
representative, unbiased sample.
There is no appropriate descriptive or inferential statistics presented.
Conclusion
The propositions proposed in the thesis are drawn from theoretical concepts and will need
to be studied based on empirical data to form sound conclusions on the relationship
between employees and the acceptance of change.
Leadership style acted as the most important variable influencing the relationship
between employees and their acceptance of change. However, further research could
reveal that there are other variables that could be at least as or even more important than
leadership style regarding influencing the relationship.
Feasibility to conduct empirical research to explore the relationship between employees
and acceptance of organizational change as influenced by leadership styles, is
questionable. Further research will be difficult to conduct given the restraints in terms of
practicality and resources.
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