Progressive Leadership: Change and Empowerment
It is vital for people to consider the ways in which leadership styles have an overall effect on the entire organization. Through the implementation of organizational change and empowerment of the people who work for the organization, leaders are able to take their organizations in progressive directions. Although it can be comfortable for organizations to remain constant and fulfill the status quo, there is danger in resisting change. There is often the necessity for leaders to reevaluate the current mission and to make alterations based on allowing for the healthy development of the organization as a whole.
Through democratic and person centered communication, workers can feel empowered in their positions. One of the most important changes that an organization can put into effect is to open the doors to the strength of democracy. Through organizational change and worker empowerment, leaders are able to make significant progress in organizational health, stability, and productivity. Change and Empowerment Organizational change and member empowerment are vital elements of building and maintaining an industrious and dynamic organization.
As an example, there is the instance of management implementing a new plan to increase member involvement in the scheduling and agenda of meetings. Although the organization had never before
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Change was needed in the area of meeting coordination, and employees were pleased by their newfound strength in being able to offer personal suggestions. In regard to the effect of leaders implementing organizational change and democratic empowerment of organization members, the relationships between members became more communicative and dedicated in aiming to solve problems and increase output. The management decision to make alterations in the coordination of meetings was spurred by “internally motivated change”, in which organizational members were increasingly demanding more personal involvement (Clawson, 2008, 340).
The resulting empowerment of the members upon securing more democracy in meeting coordination is described by Kouzes and Posner as being the “key… to share knowledge and information rather than horde it” (2007, 249). Through leaders allowing for democratic and person centered communication, members of organizations are able to give voice to vital issues and promote even further necessary change. Conclusion Organization leaders are well informed by being consistently open to organizational change and member involvement.
Although not every decision is able to be put to a vote, there are certain situations where it is necessary to take and consider the feedback of organization members. In opening meeting coordination to a poll about the best meeting date and time and inclusion of all member ideas on the agenda, organization members were effectively empowered by the right kind of organizational change. Leadership often necessitates taking a look at the big picture and accurately assessing the needs of members and the organization as a whole.
There will always be pressures for internally or externally motivated change, and these pressures must be considered with regard to the wellbeing of organization members and the entire organization. Every individual in an organization has the potential to be a powerful mechanism within the dynamics of the total system. References Clawson, J. (2008). Level Three Leadership. Upper Saddle River, New Jersey: Prentice Hall. Kouzes, J. & Posner, B. (2007). The Leadership Challenge. San Francisco: Jossey Bass.