Management of Change
A successful change requires managers to mobilize resources effectively and to overcome cultural barriers and psychological resistance to the planned alterations in the internal environment of a company. For this reason, among all other leadership styles, transformational leadership is the most conducive to any intended organizational changes. It comprises three basic elements: inspirational motivation, intellectual stimulation, and individual consideration. The first one implies the development of a shared vision and inspiring others for action (Middleton et al, p. 156). The second one refers to engaging employees in decision-making and challenging them to evaluate the value of the status quo and the planned changes both independently and collectively (Middleton et al, p. 156). Lastly, individual consideration means that a leader takes into account the personal characteristics and interests of each subordinate (Middleton et al, p. 156). Together these three components of transformational leadership help to foster the right attitude to organizational change among workers through active and mutual communication and the establishment of positive relationships.
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Consultants’ Role in Change Process
Consultants can play a major role in companies’ change management processes, and the contribution of an external consultant can be particularly valuable when delivering any improvement initiatives (Alagoz et al., p. 1). External change agents are not bound by internal corporate policies, culture, and values and are, thus, more capable to evaluate internal situations in an unbiased and unprejudiced manner (Alagoz et al. p. 1). Considering this, consultants can provide a fresh view of the problems of organizational interests. However, it is valid to say that the ability of a consultant to deliver largely depends on the level of their professionalism, as well as the quality of their cooperation with internal coordinators, including managers and company leaders. Overall, to formulate realistic change goals and management plans, a consultant should both understand internal factors, such as personnel characteristics and operating procedures, and be aware of major external trends driving the change.
- Alagoz, Esra et al. “The Use of External Change Agents to Promote Quality Improvement and Organizational Change in Healthcare Organizations: A Systematic Review.” BMC Health Services Research, vol. 18, no.42, pp. 1-13.
- Middleton, Jennifer, et al. “Transformational Leadership and Organizational Change: How Do Leaders Approach Trauma-Informed Organizational Change…Twice?” Families in Society: The Journal of Contemporary Social Services, vol. 96, no. 3, 2015, pp. 155-163.