Leadership development is all about living the interchange of formation and chances. A mentor must ensure leaders are well-equipped and to locate or initiate the right opportunities that will further buttress their advancement and preparation for even massive or more confronting roles. (Ziskin, 2016). Innovation defined as establishing and executing something new that adds values. Innovative directorship describes the challenge one is endeavoring to solve, idea ling to develop the concepts to correct the cause. Creating the theory into a proven solution and executing and mounting up the correction. According to Andrew Hargadon states that “The absurdity innate in the modernization procedure is those creators and wide-ranging ties across distant globes to acquire the innovative concepts in the first place, yet they also need vibrant, centered ties to initiate societies around emerging innovations.” (De Coutere, & Horth, 2016).
- Hero Mentorship gives way to Corporate Leadership: Profoundly charismatic and visible person overseers can illustrate a venture name and moral in positive or negative ways. However, corporations must inflate and invest in headship not only as a personal ability but as a unified developmental capability as well, whereby overseers are trained, established, and held liable for the necessary leadership features and characters. Headship growth will emphasize mutual leadership, intelligent, and skillset rather than human heroics.
- Collaboration across Boundaries has a Numerous Effect: Cross-company leadership growth schemes that aid directors better appreciate broader plan context and durable solutions will be crucial. Enhancement moments that enable corporations to lead leaders from one organization to another for short-term obligations that would not otherwise be accessible in the mentors’ venture will become much more common. Directorship growth will feature experiences outside the capricious barriers of enterprise industries and roles that will have a multiplier influence on mentorship abilities.
- Purpose Complement Work: Leadership development is, therefore, speedily evaluating to include more of a “while human” initiate that elevates the essence of becoming an active, balanced, well-spherical, purpose-driven mentor. Administration advancement will become as much about producing and fulfilling purpose as it has been about outlining for and driving engagement. (Ziskin, 2016).
Mentors are demanding to continually advance their interaction and presence by performing with their individual and spending time with their clients to comprehend their wants. Here are seven emerging trends for transformative leaders:
Accidental Leaders: Advancing top operational performers shove into executive roles. Accidental overseers not designed to decline, but they do require a new mindset on what is genuinely needed to assist them in succeeding. Putting a scheme into place to help them through the conversion from a human contributor or high-tech professional to director can score massive dividends for the ventures. It can install executives who not only possess the operational professionals to establish but who also possess the individual skills needed to assemble the crews. (Petrie, 2015).
Change Endurance: Building the flexibility to endure and flourish in the face of consistent change. To help staff stay active, leaders must shift the moral in ways that will make their corporation’s more agile and more versatile to the new rivalry ecosystem. They need to implement more resilient personnel with shift fortitude that can maneuver inflating levels of intricacy. Thus, organizations are starting to direct the material, intellectual, and passionate needs of staff with assigned coaching and backing.
Digital Fluency: Assuring the overseers currently possess the skills and perspective needed for tomorrow. Corporations have a chance to clout the integral vigor of their seasoned mentors and exponential natives. Increasing generations can be trained to reason more planned and manage more efficiently and witnessed directors can become more comfortable with utilizing high-tech to make detail-driven resolutions and bring together crucial and remote groups.
- They are Embracing Disruption: Preparing leaders to accept innovation and establish their educating agility.
- Kicking Glass: It is Creating a performance habitat that enhances women leaders.
- Reimagined Reviews: Enhancing work administration through feedbacks and better convey.
- Culture Reboot: Expediting developmental transformation through ethnic change. For substantive directional leadership culture change, mentorship growth as a system-broad shift must consciously be planned. It requires a critical mass, adjustment across senior groups, and fixing a network of affections throughout the venture. Corporations that develop from dependent to independent to interdependent headship ethnics become advance singly capable of productive performance in the face of ramification. (Petrie, 2015).
Therefore, to accomplish in forthcoming, executives must be more buoyant, active, and able to accommodate to the needs of a thoroughly different system over the coming years. They must also continue to argue on how the corporation functions. At the same time, directors must ensure that the core administration and mentorship practices executed. Administrators must possess a hybrid of customary skills and standards and equip with a contemporary mentality and access.
Know: and comprehend the essential functions of headship and association from planning the vital human schemes such as inspiration, efficient interaction, and operating arrangement. Managers must also assimilate how to stabilize the enterprise’s longer-term view and objectives with their daily confrontations. With far more convey channels and choices open to them, executives’ must adhere how to utilize their vigor as well as be conscious of their impediments. By mastering all of these techniques, humankind will not only individually achieve as administrators but will convey the competitive edge of their ventures by capitalizing the advantages of smooth performance, universal markets, and high-tech adjustments.
Do: Interconnection board and association will be central to how enterprise operations in the future. Leaders at all levels, therefore, must be able to initiate and control quality two-way relationships with workers, consumers, retailers, and other partners. It will require top-notch communication techniques and a grasp of the channels accessible to them.
Be: Energetic and flexible but also dependable and firm directors. They should be secure with themselves working malleable and directing essential and flexible teams. They should be intensely creative as the qualities that exhibit this will require in all aspects of administrator, whether it be captivating and encouraging teams or establishing successful working relationships and cooperation. They should also be able to prepare actively in inspiring and contributing their reports’ enhancing desire to advance their employability. (Institute of Leadership and Management, 2014).
References
- De Coutere, B. & Horth, D. M. (2016). Innovation Leadership. Center for Creative Leadership Training Journal. Retrieved from: https://www.ccl.org/wp-content/uploads/2017/01/center-for-creative-leadership-training-journal-innovation-leadership-article.pdf.
- Institute of Leadership and Management (2014). 2020 Vision: Future trends in leadership and management. It retrieved from https://my.uopeople.edu/pluginfile.php/592641/mod_book/chapter/210672/ilm-research-reports-future-trends.pdf.
- Petrie, N. (2015, Apr 14). Future Trends in Leadership Development. Center for Creative Leadership. Retrieved from: http://www.ccl.org/wp-content/uploads/2015/04/futureTrends.pdf. Ziskin, I. (2016, Sept 1). Developing the Next Generation of Leaders: Trends and Truths About the Future of Leadership Development. Society for Human Resource Management. Retrieved from: https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/pages/ian-ziskin.aspx.
Leadership And Organizational Culture
We all know and believe that having strong leadership is paramount for an organization to thrive, become successful and stay successful. Having a strong leader and effective management is indeed critical to the organization’s success, but if you don’t follow through on the organizational development protocol you could be hurting the organization and potentially risking failure. We will discuss how leadership impacts the organizational culture and effecting organizational cultural changes. Leadership defined is honesty, integrity, courage, strength, and faith, also having a defined and committed vision for the organization. I cannot think of any successful business or organization where they do not have a corporate mission statement.
According to French and Bell, for organizational development to flourish, top management — CEOs, the board of directors, top executives, including the Human Resources executive— and Organizational Development consultants must place a high value on strong individual, team and organizational performance coupled with people oriented values. In order to effectively implement organizational development, we must first examine the organizational culture. My own personal experience with leadership experiences are varied, from inspiring to downright dismal. Most recently I have seen my husband’s leadership through his Army career develop and become stronger. I can say with confidence, within the military, he is the type of officer that others look up to and will follow his orders. He will always take the moral high ground, will listen with patience and is very diplomatic. I can not think of an organization where strong leadership and clear goals would be more important than the United States military. I will share one particular experience which was not what you would want in a leader; this particular leader was brought on board as a superior of a unit and not only did she not know the job, she relied blindly on incompetent individuals who she had personal relationships with, individuals where she felt the need to promote and seek their advice for mission critical operations. Not only was this a poor management strategy on her part, but it absolutely impacted all others with the most detriment to those who were not in on her inner circle. In showing favoritism she hampered continuity of efforts and morale. This type of management could have potentially cost lives.
Not all the decisions made by management have the same impact as this example, but nonetheless could be devastating to the organization, and to individual careers. The potential for bad leadership to devastate the viability of an organization is real, and costly. Was this simply one bad leader or an issue with the culture within the organization. My hunch and critical opinion is that it is an organizational cultural issue. Our text has told us that individuals, teams and organizations are not realizing their potential, OD can improve the situation”. Cultural changes are said to take a long time, at least one year, but in most cases between three to six years. I presume that the set changes can take place the opposite direction too, as in my example of poor leadership, it takes time for that cultural shift to take place. So at some point, they ran a unit that was successful, and morale was high, as was productivity. A leader like this empowers like minded people, therefore setting the ‘norm’, setting the stage for potentially disastrous results. Changing culture is ultimately concerned with leadership and power issues. In order to effect cultural changes, one must understand organizational development. Organizational development is “an effort, planned, organization wide, and managed from the top, to increase organization effectiveness and health through planned interventions in the organization’s processes, using behavioral science know”.
The. Need for Organizational Development runs much deeper than just improving productivity and job functionality, it can create a workplace environment in which employees find job satisfaction and upward mobility. Organizational Development should begin before we get to the point of dissatisfaction in the workplace. Once employees get to that point it will come across as a last-ditch effort and there is a higher probability of resistance from the employees and low morale. So, we need to take a step back, what is the catalyst for an organization to bring in an Organization Development specialist? Our Rouda & Kusy text talks about our “current rapidly-changing world”, they speak of maximizing resources, from human capital to financial capital. What is even more fascinating is the articles were written over twenty years ago, just when computers on every desktop was coming around, and automation was just a bit more than an idea. So why is Organizational Development more dominate in the workplace now, than it was twenty or thirty years ago? I believe that there are many factors. For one, we see more employees hopping from one company to a different company for a myriad of reasons, could be benefits, commute time, or they simply did not like the corporate culture. This was not the case in our parents generation, once you went to work for a company, you usually stayed until retirement. We also have companies expecting more from their employees, we need to do more with less resources. Most organizations today are in a constant state of flux as they respond to the fast-moving external business environment, local and global economies, and technological advancement.
This means that workplace processes, systems, and strategies must continuously change and evolve for an organization to remain competitive. My boss recently told me that in 2019 we will see some big changes, and I jokingly said, yes, more work, less resources. She smiled and said yes, that pretty much sums it up. Though I tried to see the humor in it, I do believe that this is a significant issue with most employers and employees. You see, I work for a very large corporation, but within the corporation I work on a team, a growing team, in the past twelve months we have doubled in size. Though this may be great for the ‘upper management’ and their pockets, they have not looked at the whole picture, nor do they have the ‘buy in’ of what our team stands for and our own corporate culture. The head of our team has very strong work ethics and morals. He will always do the right thing, even if it costs him money out of his own pocket. To me and the other core members of the team he is an inspirational leader, and in that we will also make the right choices for our clients, and put the extra effort forward to make other team members, and our clients happy.
However, with our new team members, it seems that they do not run their practices in the same manner that we have historically, and this appears to be a huge risk to the entire team. It can be simple things such as one of the other team members taking a day off work and not communicating to other team members what they have pending for clients, to larger issues such as talking about how they think they should be paid more for different client relationships because they feel they are not making enough. These are things that should have been communicated prior to a ‘marriage’, and now that they are presenting as a problem the conversations about them will prove to be more difficult. There is bound to be some hard feelings on both sides during and after the conversation. These types of negative actions within an organization, or a team such as my own experience can spread slowly like rust on a classic car, the unfortunate side to that is even when you fix it, it may never be the same as new. Culture really does matter. How an organization does things makes the difference in the competitive world. The culture of the organization is the most significant strategic variable that executive leaders need to manage effectively. Can a leader make or break the culture of an organization? The long and short of it is yes, yes they can. True enthusiasm for a business, its products, and its mission cannot be faked. Employees can recognize insincere cheerleading from a mile away. However, when leaders are sincerely enthusiastic and passionate, that’s contagious.
Whether it’s giving proper credit for accomplishments, acknowledging mistakes, or putting safety and quality first, great leaders exhibit integrity at all times. They do what’s right, time and time again, I see my leader at work put his own needs above what is right for the clients and those who work for him. Great leaders possess great communication skills, in this day and age of text, and emails with emojiis, this trait is not easy to accomplish, especially in large corporations. A good leader isn’t simply empowered to make decisions due to their position. They are willing to take on the risk of decision making. They make these decisions and take risks knowing that if things don’t work out, they’ll need to hold themselves accountable first and foremost. I have seen my team leader turn down accounts, even the most profitable ones if he feels that the business does not align into our wheelhouse. Charisma is another desirable trait in a successful leader, simply put, people are more likely to follow the lead of those they like. The best leaders are well-spoken, approachable and friendly. My own boss is the kind of guy that you would love to hang out with on a Thursday night and talk about sports and politics, he is funny, caring and generous. So if anyone could right the ship in terms of some growing pains that our own team/organization is experiencing right now, he can do it through his strong leadership skills. As Lawler writes, we should put talent first, businesses have changed, and automation has created more efficiencies, but we are now realizing that human capital is paramount in having a successful business. We need to not only look at the job, but take a more holistic view point and see how that job impacts the entire organization when it comes to talent development. Shaping the Future of Business was a fascinating article to me in that it really simplified employee and organizational development into three concise steps. Step one, Asses strengths and weaknesses, once that is done, you can develop training to enhance and build on competencies. Step two, they called ‘Feel It’, this is where we communicate the vision for the organization, to bring the employees into the folds of what management sees as the future for the company, this is where an inspirational leader is essential, if you have a leader that employees love, and want to be like, they will for sure want to follow him or her.
Step three takes the plan and vision to execution. But in order to make this a success, you must not skip the first two steps. I often feel that it is not as simple to execute as it is to come up with the idea, and believe that all employees will buy in. Doing the right thing is not always the easiest, or most profitable thing for a leader, but it will transform the organization, as well as those you are leading. Former GE CEO Jack Welch once famously said, “The soft stuff is the hard stuff.” This from my experience and studies that have been done find that this couldn’t be more true, the ‘soft stuff’ being people, culture, attitude is the most delicate balance in organizational change. Change is often a word that people cringe at, most people don’t care for change, we are comfortable and complacent, and change often means more work. Google recently went through a large scale change where they essentially reorganized, what I found interesting was how simple they made it seem. They asked and answered the four questions that we all learned when we were younger. Why? What? Who? and How? This four question approach may eventually be found in our text books. Google management did an analysis of all the leading change management processes )Kurt Lewin’s Model of Change, and Jeff Hiatt’s ADKAR model) and determined that they needed to create their own. Why is the change necessary? Being clear on the WHY turns resistance into a resolution, this is the question and answer that will show employees the benefits to the organizational change. Step two, What is the outcome we are looking for? What are the alternatives? This step is important as it will become the checks and balance, the what, is ultimately the goal of the change.
Step three, Who, this can become a barrier, as the article from Inc. states, people want to weigh in before they will buy in. we all want to feel valuable, and that we have a voice. Step four, many people want to skip ahead and look at the How? When you are clear on How you will implement change and execute it in a thoughtful fashion, it increases the adoption rate dramatically. From Inc. article, “In fact, following the combination of all these steps improved the adoption rate of change at Google dramatically. One hundred percent of managers understood a tested change while 80 percent of their employees understood it (up from 50 percent). The net result was a 90 percent adoption rate”. That is an amazing adoption rate, according to Harvard Business Review, studies show that in most organizations, two out of three transformation initiatives fail. The more things change, the more they stay the same. In summary, it is still my belief that change can be successful, and I still strongly believe that an inspirational, transformational leader is the key. You need a person at the helm who can be relatable, is a good communicator, as much as we like to believe that corporations are not hierarchical any longer, that the staff and support people have a say, it is still a fact, that upper management pulls the strings. And we must adhere to their wishes for the direction of the organization. If indeed 70% of change programs fail because of resistance from employees as according to Carsten Tams, Forbes article, then the ticket to being successful is the buy in from all employees.
Leadership In A Diverse Society
In the contemporary environment, conflicts in enterprises have become rampant. In most cases, the conflicts emanate from diverse expectations and opinions of employees in the organizations. Change is a crucial component that can fuel particular conflicts, which require tactful and appropriate handling from managers or leaders. Leaders serve as change agents as they ascertain workplace coherence, as well as harmony. (Scully, 2015). Within the nursing environment, conflicts may unsettle workplace operations, which would hamper the quality of healthcare services provided to the patients. Conflicts in nursing environments can lead to absenteeism, worker turnover and work dissatisfaction. Based on these, it would be critical to discuss and explain the theories of change, conflict and a leader as an agent of change in the environment of nursing workplace. The paper will also highlight the manner in which the ability of an individual to deal with conflict can promote or interfere with effective leadership within the nursing workplace.
Description of Change Theories, Conflict Theories and Leader as Change Agent
In the development of change theories, frameworks and models can be explored to render tools of theory for explanation, justification, as well as analysis (Ma, Shang, & Bott, 2015). Nurses employ their skills, expertise and knowledge in management in care delivery. As such, the nurses should have insights and relevant views regarding the change theories. In the nursing environment, change theories can be categorized as either linear or nonlinear. Ideally, linear model can be applied in cases where the change is moving in a slow pace or is predictable (Scully, 2015). In contrast, nonlinear model of theories of change is very fundamental in the contemporary healthcare system and nursing environment. The two models work on the premises of natural occurrence of change from patterns that are self-organizing. The theories entail the notion of variations in change environments from stable ones, those that are extremely tense, as well as chaotic ones.
From the perspective of conflict theories, it can be established that conflicts are always perceived to emanate from undesirable situations in the work environment. When nurses comprehend the conflict theories properly, the nurse practitioners and the organization in entirety would be capable of mitigating the sources and causes of the circumstances that lead to conflicts. Failure to manage conflicts properly can hamper service provision in the sense that nurses may not be able to provide quality care to the patients as would be required (Batras, Duff, & Smith, 2016). Through conflict theory, nurses will ascertain that internal conflicts may not largely interfere with the services offered. However, for the nurses to mitigate conflicts effectively, they need to respect the clients, the nursing professions and other nurses working in a similar environment. For the theories of conflict to be executed efficiently, there is the need to understand the reasons for occurrence of conflicts and identify the best strategies to incorporate in dealing with such situations.
Nurse leaders can mediate the conflict resolution process, which would enable them to minimize problems brought forth by the conflicts and manage the working environment appropriately. In this way, the nurses and patients will develop good relationships thereby making it efficient to meet the needs of the clients (Ma et al. 2015). Additionally, conflict resolution can be enhanced by adopting effective skills for communication. Since conflict theories encompass comprehensions concerning the causes of conflicts, it would be vital to consider the behaviors of individuals, groups, and even organizations to enable them resolve conflicts amicably (Scully, 2015). Nurses serve fundamental roles in management of conflicts to help minimize their adverse consequences on the productivity and performance of the nursing workplace. In essence, the nurses are always educated to prepare well and adopt the relevant skills when managing conflicts.
Concisely, a leader can serve as an agent of change. A change agent entails a person entitled with the task to carry other people forward after change affects them through its various stages. In the nursing workplace, nurse educators are considered as the agents of change as they help in the preparation of future managers in the nursing field. The educators will have to determine the educational backgrounds of those aspiring to be managers depending on the healthcare settings and support them to develop professionally. The agents of change are always required to develop a sense of self-awareness relating to conspiracies that may exist in the workplace. The nurse educators can incorporate particular strategies to enable the nurse managers imbibe change.
Leadership in the Healthcare Environment
For leaders in the nursing workplace to deal with conflicts effectively, they should be able to manage diverse workers in their places of work. Effective leaders are self-confident and coordinate their tasks thereby promoting teamwork. When conflicts are managed in the required way, leadership positions are always enhanced as subordinates also understand the tasks they are required to undertake. As such, nurse leaders will offer high quality healthcare services and minimize conflicts in the organization (Batras et al. 2016). However, the leaders may have to support their staff, be empathetic and mentor other employees. These will provide the leaders with a proper understanding of the workers hence enhancing the mitigation of conflicts as intended.
Conclusion
Based on the discussion in this paper, it is evident that nurses should have a good view of the theories of change and conflict, while determining the need for leaders to facilitate change within the spectrum of an organization, precisely, nursing environments. Through effective leadership, the environment in which nurses conduct their tasks would be harmonious as the leaders communicate effectively with their colleagues.