Utilizing Leadership to Accomplish Successful Organizational Cultural Change

Topics: Management, Culture, Change management Pages: 5 (1508 words) Published: August 26, 2013
Utilizing Leadership to Accomplish Successful Organizational Cultural Change

The following paper will provide an in depth analysis as to the benefits associated with utilizing leadership to implement successful organizational change. The paper will outline and convey the importance behind effective leadership demonstration within the workforce environment. Along with this, the importance for instigating and culturing positive working relationships amongst employees, coupled with streamlined communication between staff and executive management is of the utmost importance. This paper will produce the direct correlations between innovative thinking and successful organizational cultural change, showing the importance of this relationship. The paper will reveal that the functional realities met by senior level leadership provide respective managers with access to information vital to the success of organizational change and therefor, are crucial to the drivers of change, seeking to influence middle level management and ground floor employees’ willingness to accept change It is imperative that there is a thorough understanding as to what is needed to facilitate cultural change implementation, and that leadership members convey these principles and strategic ideas accurately to their respective staff. Earning and retaining employee willingness to implement change is of the utmost importance as this will allow for more efficient change implementation, combined with a strategic organizational effort. Along with this, implementing streamlined communication amongst staff and managers provides a proactive approach in nullifying any potential impasse in the overall goal. Phelan’s article entitled, Cultural Revitalization Movements in Organization Change Management, outlines one of the most convincing case studies as it relates to what is needed in implementing successful cultural change within an organization. (2005) Phelan conveys a thorough understanding of why and how organizational value systems change according to the model and furthermore outlines how management can successfully guide change in behavior. Along with this, strategic cultural change implementation is most efficient when management best understands the ultimate task at hand. Along with effective leadership demonstration, the need for building positive relationships amongst all parties when seeking cultural change is of the utmost importance. This can instigate trust and rapport between both employees and management alike, allowing for streamlined communications. Fogarty, Melville, and Wilkinson, outline the need for organizational leaders to facilitate the complexities of workforce relationships through the process of training and immersion. It is within these training principles that proper employee expectations can best be established. This then affords each employee the opportunity to fully understand their respective position within the workforce environment, which can then ultimately lead to an increase in employee sense of ownership. Positive reinforcement of applied training principles can double as a strategic catalyst for cultural organizational growth. (Fogarty, Melville, & Wilkinson, 1996) There is a direct and coherent correlation between long-term, innovative thinking and cultural change within an organization. (Bright, Mink, & Owen, 1993) Highly efficient and successful organizations understand the need to adapt with change, and implement policies and procedures that will act as the catalyst for this change. Furthermore, proactively outlining and presenting a clear and concise program when seeking to implement cultural change proves to be advantageous in identifying the end result and then preventing any possible impasse in direction between management and employees. The principles of Total Quality Leadership, as outlined by W. Edwards Deming, seek to identify an integrated philosophy of leadership and management that has been...

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Bright, S., Mink, O., & Owen, K. (1993). Long-Term Thinking and Cultural Change. Asia Pacific Journal of Quality Management, 2, 26.
Brooks, I. (1997). Leadership of a Cultural Change Process. Health Manpower Management, 23, 113-119.
Clauson, J. (2004, Dec.). The Internal Brand: Successful Cultural Change and Employee Empowerment. Journal of Change Management, 4, 297-307.
Easterby-Smith, M. & Salama, A. (1994). Cultural Change and Managerial Careers. Personnel Review, 23, 21.
Fogarty, M., Melville, D., & Wilkinson, M. (1996). Organizational Culture Change Through Training and Cultural Immersion. Journal of Organizational Change Management, 9, 69-81.
Higgins, J. M., & McAllaster, C. (2004, Mar.). If You Want Strategic Change, Don’t Forget to Change Your Cultural Artifacts. Journal of Change Management, 4, 63-73.
Phelan, M. W. (2005, Mar.). Cultural Revitalization Movements in Organization Change Management. Journal of Change Management, 5, 47-56.
St-Amour, D. (2001). Successful Organizational Change: Effective Management of People and Cultural Issues. The Canadian Manager, 26, 20-22.
Wellbelove, D. (1992). Team-Based Cultural Change: A Case Study. Industrial and Commercial Training, 24, 26.
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