Arguably, the corporate sector has tremendously become competitive. In other to remain competitive, and gain competitive advantage, companies need to reshape their strategic plans to adapt the ever-growing competition. Change in leadership is one of the strategy organizations and companies use to meet the requirements of the rapid changing world. As a matter of fact, resistance to leadership change is a risk factor to the organization and for the stakeholders. The customers in the global arena demand not only quality services, they always demand more. If you are not a position to meet their demands, competitors will. The company’s leaders and stakeholders believe that using money to solve any form of the problem is impossible; hence, they should employ committed workers as well as implement flexible leadership reforms. Change in leadership is always a tricky move for a company to undertake, but as a leader, there is the need to emphasize the importance of change and its inevitability. Change in leadership is inevitable, but carries with it many impacts to the employees and company.
Noticeably, there are certain companies in the globe that are on the cutting edge in products and services they offer. In most cases, chances are that, these companies have flexible form of leadership, whereby changes take place swiftly when there is a need. Most of the changes in leadership is focused on responding to market demand, customer’s needs, emergency crisis, as well as employee feedback. Changes in leadership may case a lot of tension and may cause instability in the company if it is not managed well (Dewey 30).
The most critical aspects shaping any company culture are derived from the acceptance to change and behaviors demonstrated by leaders in taking control of issues. In every organization, change in leadership is very futile; this is because some people will accept it while other may develop resistance (Orridge 34). Undeniably, there are numerous truths that should be understood by employees, stakeholders, and leaders about company change in leadership. Change in leadership is inevitable, this implies that to remain competitive in today’s business environment, companies must continuously change and adapt. However, many companies overlook the importance of change in leadership, but if technology or a process is changed, it will drive other changes, which are either anticipated or not.
Moreover, another aspect to be emphasized in changing leadership is that all stages of change are the same. Whether the company is making leadership changes or any other change, stages of transition need to be adhered to so that change in leadership will be successful. In most cases, experiences and training may differ, but the process of change is the same (Higgs & Aitken 23). The most threatening situation in changing leadership in organizations is the probability of failure. The good thing is that research shows that failure in changing leadership is invariably equal; meaning it is very easy to prevent the course of failure.
In implementing changes in leadership, companies need to manage it in the appropriate way, or else things will go out of hand. Companies need do not only be transparency in change leadership, but also focus on various key principles. These key principles include communication, clarity, capability as well as consistency. In terms of clarity, companies need to clarify the business need to change in leadership, and clearly assert the importance of leadership changes in the company. This principle will ensure that employees and other stakeholders understand the due reason of the intended changes.
Communication is one of the principles that will build stability during change in leadership. Communication in this case needs to be two way process. The forces implementing change in leadership should explain what is happening in the organization. Furthermore, consistency is critical in the change process has it brings to realization the consequences of change (Dewey 47). Finally, capability is the center of attention in changing leadership. What many employees ask is are the new leaders in office capable to deliver.
There are various pros and cons of change in leadership in the company. The impacts of the changes in leadership are relative depending on the type of leadership that existed before, as well as the human resource that is taking the change. Motivation is the most crucial advantage of change in leadership. The change in leadership increases the morale of employees to execute their duties well (Orridge 52). The impact in this case, will be enormous if the outgoing form of leadership was bad and oppressive toward employees. Additionally, customers’ services improve due to the change of leadership. The rationality in this scenario is that the previous leadership was affecting the service delivery.
Poor leadership leads to stagnation of companies activities. Hence, when changes in leadership it improves the activities in a company. It makes business organization and company successful in various fields. Changing in leadership focuses on fulfillment of mission; hence, implementation of change in leadership will make the company achieve its objectives, either economic, socially or financial (Higgs & Aitken 30).
Changes in leadership are also disadvantageous to both employees and company. Changes are always inevitable, but when it takes place it creates a lot of tension in the company. Some employees are not ready for changes; therefore, they protest even if the main objective of change in leadership was positive. Moreover, changes in leadership may be costly to the company; this is because some changes in leadership are due to new technologies. The company will be forced to use more money and resources to train new leadership personnel. Another disadvantage is the lack of expertise in the company; new leaders are welcomed to the company, but they lack experience on company demands, hence they will not deliver in the long-run. Conclusively, change in leadership is positive regardless of its disadvantages or advantages. Companies need to be at par with the global business world, and changing trends of competition.
Work cited
Dewey, B. In Transition: The Special Nature of Leadership Change. Journal of Library
Administration, 2012, Vol. 52 Issue1
Orridge, M. Change Leadership: Developing a Change-Adapt Organization. London: Springer,
2009
Higgs, M & Aitken, P. Developing Change Leaders: The Principle and Practices of Change.
New York: Wiley, 2002
