Leadership and Management of Strategic Change (Essay Sample)

Leadership and Management of Strategic Change Name Institution Leadership and Management of Strategic Change Executive Summary Strategic leaders principle aims is to lead organizations on a planned ground where they pursue to attain institutional objectives by generating and revitalizing organization systems towards accomplishment of the visions in the firm. These individuals stand out from their followers by displaying unique features that support their call. However, Managers and leaders in the business industry are frequently confronted by forces that keep on changing within as well as around the organization and therefore must respond to these changes. Adapting to these changes will help the managers to uphold their positions in the market and continue to build a competitive lead. Some scholars uphold that organizations are influenced by a number of various factors both from internal as well as the external atmospheres. Visionary leaders are classified as charismatic with the capability to revitalize individuals by building commitment, resourcefulness as well as enthusiasm among the staff. Instrumental leaders on the contrary focus more energy on establishing systems as well as controlling the firm events. These leaders are more interested in ensuring strategic goals are met by spearheading operations. Business environments therefore need a wide variety of leadership technique because of the effect coming from the differing and dynamic powers surrounding the firm. However, a number of scholars argue that external forces that exist within the organization can greatly influence the decision made in a firm. The recognition of change as a process with step-by step movement by the managers is an important stride towards establishing a strategic change program. Therefore, for managers to implement change successfully, they need to understand the driving forces and the subject of different change programs at an early phase of the life-cycle. Change is a process that involves complexity of several systems and environment. The process is very complex because of the interruption of a number of business systems. Therefore, for change to take place the external surrounding plays a key impelling factor. However, the external factors are depicted as hazardous, unfriendly as well as threatening the survival and future being of the groups. The major driving force of change are mergers and acquisitions, invention, technology, sense of urgency and decline in projections. Current analysis of strategic leadership at the topmost level of management advances from the traditional approaches in four major imperative ways associated to the pluralistic as well as the dynamic background. First strategic leadership is assessed as a collective phenomenon to which separate individuals can contribute in differing ways. Secondly, strategic leadership is assessed at processual standpoint in which the main focus is concentrated on the activities of the individuals who are in leadership positions than concentrating on the demographics or perception. Thirdly leadership is seen as a dynamic phenomenon where participants, effects as well as the responsibilities change over time. Lastly, strategic leadership is assessed from a supraorganizational phenomenon where leadership influences and responsibilities on them could spread past crucial institutional boundaries. An approach to leadership is situational phenomenon since it is the situation which determines who will emerge as the leader and what leadership style one is to adopt. Edvinsson (2002) stated that leading an institution in an unstable and indefinite surrounding is clearly different from leading an orderly hierarchical firm. Organizations are multifaceted systems composed of people such that any transformation involvement needs to be addressed precisely. Some change initiatives fail, not because the individuals involved in initiating the change do not see the realities faced by people who are affected by the adjustments. Organizations are therefore, threatened with need for transformation in their everyday operations. Abstract Leadership is an idea that over a long period of time was analysed by scholars from a number of different standpoints. Some scholars refer to human relationships that are recognized under leadership whereas others emphasis on management as a process. The article analyses the development of the leadership concept, the dissimilarity between management and leadership as well as the bottle-necks facing the management process amid public institutions. The article also aims at giving an understanding of certainty of social service organizations, implementation level of strategic planning and the impact of the solicitations on every institutional efficiency. Strategic planning is an important strategic management tool and one of the major aims is making organizations more efficient. The impact of leadership and management change strategy on institutional culture is also explored. After thorough scrutiny of organizational culture, the responsibility of leader is discussed. The article also explores the need of strategic leadership to be transformational one if it has to serve the institution and survive competition. Changing a culture in an organization is an extensive undertaking such that all of the organizational tools for changing the minds will be required. In order to adequately manage and change corporate culture in an institution an individual has to be able to outline as well as pinpointing what one is trying to modify. The evidence in this article explains relationship of leadership with organizational culture. The present business environment is extremely dynamic because of a number of forces which interact with each other to affect institutions. Organizations retort to these alterations occasioning change platform which will impact the whole firms as a system. The article appreciates strategic leadership as vital for the success of schedules as it channel all capitals of the institution towards a collective goal by encouraging personnel to attain a desired mutual vision and mission. Introduction Strategic leadership has become a key tool in the general achievement of institutional success. The concept allows organizational structures to operate together towards the success of the overall strategic intent put in place. Most researchers on quality have approved the role of leadership and commitment needed to achieve an excellence program. Managers therefore, should acquire the art of strategic leadership since the modern firms operate in vibrant environments that will ever keep on changing. Managers and leaders in the business industry are frequently confronted by forces that keep on changing within as well as around the organization and therefore must respond to these changes. Adapting to these changes will help the managers to uphold their positions in the market and continue building a competitive lead. Some scholars uphold that organizations are influenced by a number of various factors both from internal and external atmospheres. With the alterations having all institution systems, there must be agents that oversee and attract all stakeholders to pay attention on attaining the strategic goal. Strategic leadership is therefore defined as the manager's possibility of expressing a strategic revelation for the firm or a team as well as motivating and convincing others to follow the dream. Strategic leaders must provide help to the group of individuals to accomplish its objectives through full exploitation of abilities of resources at their disposal. However, change leaders are threatened by various encounters of managing every organization's resources during change period. Current research on strategic revolution has developed along two distinctive lines: Strategic change initiation and performance repercussions of strategic adjustment. The former means changes in the subject, range of organization's prevailing strategies in reaction to environmental modifications, including initial activities as knowledge of need to transform is designed and decision to create change is ready. However, various process studies have highlighted that performance impacts of strategic change are tangled to premeditated reform application. These comprise supportive variations in configurations, communication as well as motivation processes to undertake and accomplish the initiated strategic alterations. However, more or less changes transpire hastily whereas others will develop progressively suggesting that pace of change largely depend on the condition. Strategic management classical accepts that a change in the firm could be apprehended by one or more goals. Moreover, a change-process can entail several changes concurrently. The effect of this change-process will require managers as well as leaders to be effectively furnished to cope with change process of such kind and related to other institution systems that originates with it. Therefore, the article explores strategic leaders as change facilitators and how they manage administrative resources to accomplish strategic revelation. Finally, conclusion as well as recommendations are made based on the topic of discussion at the end of the article. Strategic Leaders as Change Facilitators Strategic leaders principle intentions is to lead organizations on a planned ground where they pursue to attain institutional goals by generating as well as revitalizing organization systems towards accomplishment of the visions in the firm. These individuals stand out from their followers by displaying unique features that support their call (Riwo-Abudho et al., 2012, p.50). A study carried out by Drawing on a number of firms among the 500 largest US manufacturers and draws the behaviour distinguishing the most prosperous CEOs. These are seen as being visio...