Topic2 DQ 2
Therelevance truth and its influence on feelings to an organization
Indeedwhat lacks in an organization is what sparks the customer and thefrontline members of staff. The spark here is what aids in thetransformation of people into being strong and also showingcommitment to brand followers (SEDL, 2016). Usually, the truth andemotionally driven behavior that offers an explanation on the mannerorganizations earn trust and loyalty at the times of truth. In thiscase, the few interactions are in cases where the customer makes aninvestment on vast quantities of emotional effort in the output(Leonard, 2013). Also, excellent handling of the said moments needs adistinct frontline response that places the emotional requirements ofa customer above the organization and the agendas of the employees.
Theresponsibility a leader has to honor stakeholder concerns when"feelings" are the primary basis for the concerns
Maintenanceof the present systems and the minimization of risk are the majorroles of a leader. By definition, feelings and change tend to entailthe risk and the creation of systems (SEDL, 2016). Consequently, theskills of leadership only may not be adequate in facilitating changein an organization since change being a primary basis of concern withregards to leadership (Leonard, 2013). On top of these, leadershipentails the establishment of new motives for an organization,creation of inspiration for change in the behavior among people andmaintenance of consistency with the purposes or directionsaltogether. The aspect is also the help to instill skills to peoplein overcoming barriers to change.
Topic2 DQ 1
Whyvision is essential to facilitating successful change in anorganization
Wherethere is a vision in place, the implementing team always has withthem powerful tool that aids in obtaining the buy-in of theleadership and the labor force (Leonard, 2013). In this case,persuasive communication needs to from leaders to facilitate thedelivery of messages on personal grounds with clarity and confidence.Meanwhile, the capability of the leadership in addressing emotionalissues concerned with change needs to cover on senses that evokefaith in the vision.
Thecorrelation between a leader`s role/vision and a successful changeinitiative
Indeedleaders are the agents as supported by their vision, charisma,passion, guidance and also their emotions (Leonard, 2013). For aleader to effect change, he or she needs to have the skillsapplicable to the development of commitments towards new courses ofactions. The commitment here is acquired only in those circumstanceswhere the feelings of an individual and emotions are involved.Additionally, a successful change requires effective leadership forthe purpose of providing vision and also in the management of theprocess itself (SEDL, 2016). In this case, the team in charge ofimplementing the successful change needs to have the desired skills,power, and attitude.
Avision that inspired successful change
Oneof the visions that inspired successful change is as quoted below
"Theempires that form part of the future are those that are part of themind,"
Howthis vision influence people`s behavior and attitudes toward a majorchange initiative
Sometimesit may not be easy for a leader to have with him or her all theleadership traits though those superior ones may have a portion ofthe qualities (Leonard, 2013). On his part, Winston Churchill,according to his vision above, believed that leadership qualitiessuch as vision, effective communication, and encouragement have aninfluence on managerial skills of a leader. For this reason, as aleader, Winston Churchill when he was Prime Minister of Britain hadto make changes to his strategies (Leonard, 2013) regularly despitethe frustration his colleagues received to become successful.
Leonard,H. (2013). Wiley-Blackwell Handbook of Psychology of leadership,change, and the organizational development. Hoboken, N.J.:Wiley-Blackwell.
SEDL,(2016).The Vision, Leadership, and Change – Issues about Change, Vision,Leadership, and Change, Volume 2, Number 3.Sedl.org. Retrieved 9October 2016, from http://www.sedl.org/change/issues/issues23.html