LEADERSHIP AND CHANGE

Victor E. Franklin once stated, "When we are no longer able to change a

situation, we are challenged to change ourselves.”

I knew precisely what he intended to mean when I experienced exactly what

he said. There was a time when my life changed continually and there was nothing I

could do. Since the minute I chose to move here in Cagayan de Oro City, my life took

a radical new course. The defining moment of my life, moving from Bukidnon to here,

brought many changes that I could not get away. As I recall the moment when I

realized that I could not change what was going on, I knew that it was the ideal

opportunity for me to adapt to the new life that I had ahead of me.

Encountering new individuals, I needed to get used to the new situation where

I am in. For a few months, it was difficult for me going to class since I missed all the

people that I deal with every day; my pupils, co-teachers, the school staff,

administrators, friends and most of all my family. But, I had to change. I had to accept

the fact that I am not in Bukidnon anymore. I had to take into full consideration about

the new environment that I am in. With courage, faith, determination, and willingness

to adapt to the new situations and circumstances, I was able to find my feet in this

new abode.

Concept of Change

I believe that the above personal experience could relate so much to

leadership. In leadership, change is an ongoing regular process. For a productive

organization, change is intended to be achieved at three unique levels, that is,

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individual, group and the organization. At each level of progress, leadership assumes

distinctive part as it is the practical obligation of a leader to deal with the people and

endeavor to make their efforts be at their best in favor of change for the organization.

Change is a becoming way of life for associations, employees and leaders

alike (Barry, 2010). With organizational change happening at a quicker pace than

ever before, the capacity to recognize, adapt to, and capitalize on organizational

change become a necessity of effective leaders.

As indicated by Ajay (2002), change is an irrational and emotional process.

Being a pioneer of change, one needs to concentrate more on human aspects of

change as people are the fundamental doers in the sphere of intellectual capital.

Organizational change is a multifaceted and long term undertaking. A change

management is really an important plan in outlining how the organization is to move

from its present state to a desirable future state.

Organizational change is an arranged action as it fills in as a linkage between

the distinctive parts of a change process. For a successful change management

process, it is required to be carefully and properly planned. Effective making

arrangements for change must start well before changes are to be implemented and

constant assessment should be undertaken (Smith, 2006).

Change as a Process

Change as a practice was being theorized by Lewin in 1947. He apportioned

change as a process with three stages:

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 (1) Unfreezing— It is about willingness to change, it includes getting a state of

an understanding that change is vital and to be get ready for leaving the present

comfort condition for future advantages;

(2) Moving— At this stage, individuals need to push ahead to embrace another

changed setup. People are most frightful from this stage as they need to leave their

comfort zones; and

(3) Refreezing— At this point, change is acknowledged as another standard in

the organization and change is a piece of the routine process.

Lewin likewise proposed that albeit sound judgment may twist toward

expanding intense powers to convince change, in numerous delineations this may

cause an equivalent and inverse increment opposing powers and their might be no

change at all and more tension would arise than before.

Leaders as Change Agents

A leader is somebody who has the authority to control a group of individuals

and get it systematically organized for a specific goal or objective. He has a very

strong vision for the welfare and advancement of his people and the organization.

Senge (2010) outlines three fundamental qualities for a person to be in a

position of authority in the modern day organizations- a planner, an instructor, and a

steward. These three qualities help him translate mission and vision into reality.

For an effective change to happen, some researches revealed that

charismatic leadership and trust in top management are both essential. As revealed

by Noer (2013), the leader, as person, is the most essential tool for change. The

leader's understanding, empathy, qualities, and learning abilities are extremely vital
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aspects in the capacities to lead others to understand change and upgrade. It is the

leadership conduct that rolls out change circumstances more effective.

Change Management

Change management is a fundamental range of focus for the solid

development of an organization, it is even imperative for the survival of any

organization in the present days. Change management has been one of the core

competencies of the leaders in twenty-first century (Walton, 2015). Consequently

being change agents, leaders will be required to be more skilled and motivational.

Even after the carrying out of change, the responsibility of the leader does not

end. Change is consistent, one can definitely foresee. In any case, it is imperative

that organizations cultivate a change management approach through which they can

depend on to lessen unnecessary changes (Gills, 2011). That way, they can address

any difficulties head-on and not be crashed by whatever minute changes that may

come along the way.

Conclusion

Without solid leadership, organizational change will not ever be attainable.

Implementing change in a powerful way requires change agents that can lead a

group which have the willingness to effect change appropriately in a current system.

As change is a transformation method, therefore the change agents must positively

encourage all members for supportive response for change (Kotten, 2015).

Richardson (2011) emphasized that visionary transformers are required to

bring quality-driven change. Change agents are in charge of bridging the gap
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between strategic decisions and implementing changes within the organization. A

number of points of interest, details, impacts, and effects must be considered and

addressed for successful implementation of changes in all areas of the organization.

A powerful holistic approach to change management strengthens positive

responses to change among the members at all levels. Generally, the process itself

can be very unacceptable at first but a dynamic leader can make meaningful

changes happen within the organization.