Participatory model in leading change - Essay Example

Participatory Model for Leading Change Battilana et al. found that managerial leadership competencies are related to the likelihood that they will emphasize on different activities during planned implementation of organizational change. Leadership competencies include effectiveness of person-oriented and task-oriented behaviours. Leadership planning for organizational change implementation include communicating the need for change, mobilizing the support for change, and evaluation of change implementation.

Planning organizational change as a generic phenomenon could mask idiosyncrasies within different activities involved in change implementation, and unique functions of leadership during the execution of these activities. Zink et al. (2008) found that failures result from the lack of planning for change management. Better results could be achieved from planning for comprehensive change management. The use of comprehensive change management allows overcome “lack of integration.” In order to achieve this, the relationship between policy and strategy has to be achieved, followed by logical fit between individual concepts.

The participative approach allows planning for comprehensive change management. A comparison of participatory and autocratic leadership styles has been illustrated in table below. Table 1. Comparison of Advantages and Disadvantages of Participatory and Autocratic ModelAdvantagesDisadvantagesParticipatory Leadership (Inkpen, 2010)Participants excel at reacting to suggested systemsDemocratic workplace is requiredParticipants bring important knowledge of work contentIt is difficult to get a good pool of end-usersGreater buy-in for the system gives better resultsThere are different backgrounds, cultures, expertise, etc.

Participants are not always rightAutocratic Leadership (Worldbank, 2010)The leader has absolute power over the teamTeam members have little opportunity for making suggestionsThe style is effective for routine and unskilled jobsTeam members resent being treated in autocratic mannerThe comparison of advantages and disadvantages of both leadership styles indicate that participatory leadership could produce better results in the management of organizational change. Organizational change is a complex process, and the participatory style can enhance the change management process.

Uhl-Bien (2006) argues that participation allows a relational leadership. This style of leadership allows focus on identification of individual attributes of individuals for engaging in relationships. The process views leadership as a process of social construction. Figure 1. Effective Change Management (Cummings and Worley, 2008)According to Cummings and Worley (2008), a thorough diagnosis is required to reveal the causes of problems, or identify opportunities for development. There is complexity in change that could range from relatively simple processes to small workgroup for transformation of strategies and features of design for the whole organization.

An overview of change management activities has been illustrated in the figure above. A critical issue is that people and organizations seek to preserve the status quo, and are willing to change only when there are compelling reasons for doing so. Creating a vision for change is aligned with leadership. The vision provides a purpose and reason for change, describing the future stage. The next step involves developing political support for change. The fourth activity is concerned with managing the transition, which is followed by activities for sustaining momentum.

Resources are required for implementation of changes, building a support system, development of new competencies and skills, and reinforcing new behaviour. Success depends on the leadership style as inputs by leaders could have multiple outcomes. The leader must be able to see and act as a whole, including visualizing individual elements, and longer term relationships. Thus, the participative style of leadership is more effective for the change management process. ReferencesBattilana, B., Gilmartin, M.

, Sengul, M., Pache, A. & Alexander, J. (2010). Leadership competencies for implementing planned organizational change. The Leadership Quarterly. In Press. Cummings, T. & Worley, C. (2008). Organization Development & Change (9th Edition). 1-772. South-western Cengage Learning: USA.Inkpen, K. (2010). Participatory design. Retrieved from http://www.cs.sfu.ca/CC/363/inkpen/lecture_notes/363_lecture5. Uhl-Bien, M. (2006). Relational Leadership Theory: Exploring the social processes of leadership and organizing.

The Leadership Quarterly. 17(6): 654-676Worldbank. (2010). Understanding Leadership Styles. Retrieved from http://gametlibrary.worldbank.org/FILES/846_Leadership%20styles%201.pdf. Zink, K., Steimle, U. & Schröder, D. (2008). Comprehensive change management concepts: Development of a participatory approach. Applied Ergonomics. 39(4): 527-538