Introduction
The need for change in any environment, individual or organizational, cannot be overemphasized because of the critical role that change creates in these situations. However, individuals are said to be change agents that enable organizations to change a transformation that creates a positive culture, bottom line and public image (Burke 2013). In this assessment, the paper discusses a change theory applicable to the article by Kimberly King, “Leading Through Change.” It makes a critical review of the article based on the theory and then gives a personal perspective on how to implement change.
Change models or theories (John Kotler’s Change Model)
Companies go through change as a way of improving performance, especially in this information and technology age. Innovative changes allow organizations to improve, remain sustainable and compete in the marketplace (Burke 2013). However, the foundation of change is the leadership. As Kimberly states, as a leader, one must be a strong change catalyst so that they are effective mentors (King n.d). Leaders should seek to inspire others for higher performance through innovative and creative strategies. Leaders in firms must view their role as critical to assisting organizations navigate the delicate space of change (Cameron & Green 2015). They need to develop strong change management approaches.
According to Kotler, leaders have a crucial role in leading and managing change. John views the implementation of change as a process within an organization that relies on the “buy-in” attitude from the executive leadership (Kotter 2010). Kotler is categorical that to enable the top management to endorse change, leaders must create the urgency for change. He asserts that once the top executive has endorsed change, then leaders need to form teams or what he alluded to as “powerful coalitions” and build a change vision for the entity. After the definition and articulation of the change activities, leaders must communicate the impact of change to employees (Kotter 2010). John also states that leaders must motivate the employees that adapt to the new policies and procedures through generous rewards. They also need to remove any challenge that may prevent the fulfillment of change policies (Appelbaum et al. 2012). Employees need to be rewarded after achieving short term wins incorporated because of the change strategy.
Kotler is emphatic that some change initiatives fail because of early victory declaration. Effectively, to counter the problem, he states that organizations must build on change, especially by generating fresh ideas and bringing in change agents and leaders (Anderson 2013). Imperatively, Kotler opines that changes in a firm must be anchored in the corporate culture as a daily occurrence. It suffices to note that what Kotler notes is not different from Kimberly’s proposition, especially on leaders as change agents. Kimberly is categorical that leaders must inspire change, an opinion that is articulated by Kotler. She notes that communication is integral to change implementation and leaders must strive to communicate upwards, a position that Kotler disagrees with, as he states that communication is more effective when leaders demonstrate to their peers and subordinates their change vision. Kotler points out that a leader must ‘walk the talk,’ since what they do is more important than what they say (Smits &Bowden 2015). Kimberly concurs with this position by stating that leaders can only be effective change agents if they have followers who shall strive to be practical like them (King n.d). Kimberly notes, just like Kotler, that change is a process that may invoke initial fears because of uncertainties. Therefore, leaders must demonstrate the process to the employees.
Critical review of Kimberly’s article
Kimberly makes crucial observations in the change process based on existing models. The article identifies critical areas that can help leaders to develop strong change management skills to help their organizations in their transitional times (King n.d). These suggestions include upward communication, listening to concerns from others, asking questions, taking note of emotions, having followers, and taking the chance to grab an opportunity. Effectively, Kimberly’s article emphasizes the need for the leader to be good and efficient change manager. According to Senge (2014), leaders must encourage their employees, especially by addressing their concerns regarding the changes.
One strong attribute of this article is that it attempts to put the leaders in the driving seat of the change process by identifying the critical role they have in fostering organizational transformation. Additionally, the article attempts to highlight the imperative role that communication plays in the change process. Thirdly, it is categorical that leaders must contain emotions, embrace change and incorporate their subordinates. Furthermore, Anderson (2013), states that the leaders must surround themselves with positive influences so that they are not discouraged. It is an article that emphasizes quality attributes for leaders as change agents.
However, it fails to recognize change as a process that starts with the leadership but one that needs a buy-in approach in an organizational setting. Furthermore, it contradicts its position where it emphasizes leaders to communicate upwards and not downwards, yet these leaders need followers. They may not have followers if the potential followers do not understand the essence of change (Kotter & Cohen 2012). Irrespective of these observations, Kimberly’s article is a positive opinion on leading change in an organization.
Personal view on change implementation
Organizations need change and it has to start with the leaders as change agents. They must help the employees and the top management buy the idea. I believe that the endorsement from the top is not enough (Kotter & Cohen 2012). Employees have concerns, as Kimberly puts it, ‘They need answers because of the uncertainty created by change.’ Therefore, Kotler may need to change the model because it does not consider critical input from employees who may understand operations better than the management. Additionally, a leader needs to create fellow leaders and not followers since followers only copy what their leaders do as opposed to leaders who are creative, innovative and inspiring.
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