Introduction
Changing an organizational component is challenging and a person who desires to become a successful transformational leader need to comprehend certain fundamental ideas about power. They need to know the source of authority, such as reward authority, and how to utilize it well. From a managerial standpoint, power refers to the capability to take action, manipulate behavior, and eventually complete tasks. Therefore, for a leader to be outstanding, they require to have a significant amount of authority. Managers can change the individuals and the environment around them when they have influence. It is upon the leaders how they utilize the privilege. The top management must understand what power entails to use it wisely to accomplish tasks and make projects happen.
Getting Things Done
Organizational managers must recognize the ideas of control and the application of authority to wield influence and accomplish goals. Influential leaders take the initiative and choose to be proactive instead of reacting. Managers who take action are aware that they are answerable and do not attribute their actions to external factors such as circumstances. Aggressive leaders frequently put people who oppose them on the defensive because they know they have control over their behavior (Frey et al., 2022). Furthermore, they understand that failure to act can make them lag as other people advance. Supervisors need to employ various strategies to achieve their goals because there is no shortcut to accomplishing tasks. Therefore, leaders must keep their end aim in mind and avoid wasting their political leverage on pointless skirmishes.
I remember when I was still working with Sony Corporation, the staff felt discouraged and unwilling to finish duties at work because they did not perceive the activities to be engaging or fulfilling. As a leader in the organization, I had to use my authority to change people’s behavior so that activities could happen smoothly. Since I knew the personnel were less motivated, I had to figure out how to change the situation. Leaders can look for restraining forces because people do not know the importance of change, and some are nervous about doing duties differently (Smith et al., 2020). I used my capabilities to advocate for the need to change and made people understand how change could work. I implemented a reward system to regain the employees’ morale and become more productive. I involved people in the change process and educated them about the benefits of change in the organization. I could execute the change because I had the authority and approach to influence people. I also used knowledge and energy to promote the alteration because resistance comes when people lack understanding.
Recommendation
It is crucial to note that major adjustments in the company are very complex to implement. I advise the leaders that they need to be keen in the future because when they hurry to execute adjustments, it can confuse the advancement. Managers need to be aware that any serious errors made during the phases of change can have disastrous results (Quinn & Cameron, 2019). Additionally, they need to know the importance and the consequences of underrating a step during the alteration process. Leaders must use their power to promote organizational change to increase the company’s profitability. Supervisors need to boost the morale of the staff to ensure that duties are effectively performed.
Conclusion
Managers must create urgency when they want to implement change in the organization. They must collaborate with the staff concerning the alteration that needs to be executed. Supervisors can use effective communication to pass the message about the major change in the organization. Additionally, they can use their power to advocate for the adjustment because they can influence employees. Leaders must always ensure that employees do their tasks by all means, and in case of any issue, they must attend to it immediately.
References
Frey, E., Adams, G. S., Pfeffer, J., & Belmi, P. (2022). What we (do not) know about punishment across organizational boundaries. Journal of Management, 49(1), 196-236. Web.
Quinn, R. E., & Cameron, K. S. (2019). Positive organizational scholarship and agents of change. Research in Organizational Change and Development, 27(3), 31–57. Web.
Smith, A. C., Skinner, J., & Read, D. (2020). Philosophies of organizational change: Perspectives, models, and theories for managing change.(2nd ed.). Edward Elgar Publishing. Web.