RUNNING HEAD: BENCHMARK – LEADING A CONTINUOUSLY CHANGING ORGANIZATION 1

Benchmark – Leading a Continuously Changing Organization

Vera Davis

Grand Canyon University: LDR-825

November 29, 2017

Instructor: Wanda Fernandopulle, Ph.D.

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Benchmark – Leading a Continuously Changing Organization

Introduction

This paper will examine several approaches to leading a continuously changing

organization of the sector it serves. Delivering a new future by creating a “new vision” breaking

from the old way of doing things and demonstrating the vision in a new way to ensure future

competitive sustainability. The paper will also define the role of leadership and how to lead this

organization where changes will be applied using foundational theories to diverse populations in

an organizational setting. Because this has become increasingly evident, the organization has

attempted to adapt to the escalating changes; seeing that leadership must create not only a new

direction for the organization, but a change that will be continuous for all organizational

processes. In the life of an organization, it almost requires a cultural change to produce workforce

that virtually demands change. An organization must realign their policies and practices to keep

up with the competitive realities. There is no way to stop change, yet, in order to fulfill the

mission of the organization, leading that change now becomes unavoidable. How do we move

from “no change” to “continuously changing” a designed to advance the organization?

Foundational Theories: Leading an Organization

This paper will introduce foundational theories from which “no change” to “continuous

change” is used to lead an organization. Change can be a continuous phenomenon whereby, each

individual will be influenced by the proposed change (Watt, 2009). Looking at our strategic data

and calculating what is most effective is leading and successfully achieving the goals of the

organization. Research shows that there are foundational theories to fit any organization. A

leader’s responsibility is to lead by example, in positive ways, and learning about the culture of
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the organization in order to execute transformational change. Therefore, it is important for a

leader to understand his role, navigate, and facilitate growth, because doing nothing is always an

option. Again, to push for organizational improvement, you must control what you give it.

It is especially important that these foundational theories are present in these leadership

theories, a leader with talent, ability, divine inspiration, and the right characteristics, and other

great qualities are a home run for an organization. The most widespread foundational theories

used are the Trait Theory, Contingency Theory, Situational Theory and Behavior Theories. Each

of these theories provide a focus on leadership style, best course of action, a leadership skill level,

the actions of leaders, and they also learn through teaching, observing, and experience. Leaders

are conditioned to respond appropriately to any given situation. The connections that are formed

between other leaders and followers is to motivate, inspire, helping employees to understand a

leader of this type Russell, (2011).

Considering these foundational theories when applied does support organizational change.

The behavior of leaders is demonstrated in actions, structures, and processes that enhances

change, which further strengthens the effectiveness in implementing change.

Foundational Theories of Application: To “Diverse Populations” In “Diverse Settings”

Researchers, Chin and Sanchez-Hucles (2007) indicated new models of leadership will be

incorporated into identifying and applying a formulation of a more inclusive leadership theories

of diversity. Successful foundational theories interventions of diverse populations and settings

consist of implementing appropriate theory inclusive of practices that are nurtured within an

organization (Gotsis & Katerina, 2016). Leaders build theories on individual-environment fit and

the pattern approaches used in applying foundational theories to culturally diverse populations.
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Leaders are influencing the thinking, attitudes, and behaviors of a global community to work

together collaboratively toward a common vision and common goals (Lisak & Erez, 2014). As a

leader, possessing certain characteristics adaptability and being able to operate among a

multicultural team utilizing leaders experience and skills to be successful in a community

organization of diverse individuals.

The primary concern of both transformational leadership and efficiently managing

workplace diversity have been posited and is shown to lead increasing employee performance at

work (Taylor, 2015). This is in an attempt to better understand how to develop individual

uniqueness and support the future benefits of diversity at work.

Foundational Theories: Assessing Effectiveness of Diverse Populations and Settings

After all, leaders produce or invent new solutions by using imagination, skills and relevant

theory and concepts, because it is a process of educating people to function in a diverse

environment. The workforce may prove to be a favorable time meeting the challenge of

understanding, and better anticipate originality and innovation in the workplace. Leaders can

assess the effectiveness of the foundational theories, and adapt them to the diverse populations

and settings. The foundational theories described how individual differences interact in the

workplace situational factors to influence motivation for creativity, paying particular attention to a

key contextual factor (Taylor, 2014). These two elements of organizational justice and

organizational identity are examined and assessed in a workplace diversity environment, which

was developed by Taylor (2015). Building a positive diversity climate is not only significant, but

vital for the organizational outcomes of retention, commitment, and job satisfaction. It is essential

for the development of services that appeal to a diverse clientele, which requires a certain amount

of innovation and work performance.

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Leadership Skills, Assets and Drawbacks Across Cultures in an Environment

Leaders must ensure they are understood across cultural boundaries (Taylor, 2015). A

leader has the tenacity to deal with racial conflicts demonstrates the ability to develop individuals

and groups in the workplace (Chuang, 2013). My ability to communicate is more important to be

able to connect with my organization. My leadership style is to build teams by adopting these

skills, a leader will become an effective leader. Achieving results do bring positive change in the

organization. Having a flexible attitude that will adapt to the environment and allow my

effectiveness as a leader to demonstrate that at any level a leader’s interpersonal skills and style

should not affect the ability to perform. Personally, I like a coaching leadership style, because I

feel that I can help employees contribute to their career.

I get a better feedback from mentoring and demonstrating a helpful attitude towards all

individuals gaining respect and this way they can see my management style and how I value and

respect them. In today’s diverse settings, strong leaders need comprehensive skills to be effective

in the organization. As an aspiring leader, building management skills, I intend to look deeper

into the understanding of leadership styles, and hopefully the end result is that I can create an

impressive team and always be engaged in my ability to connect with followers’.

Conclusion

Leading a continuously changing organization has tested my ability not only in discussing

the best options, to the appropriate foundational theories, but creating new standards that will be

necessary for the organization survival. Implementing strategic change initiatives, a leader must

be effective and know how to craft with a vision to lead them towards their organizational goals.
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References:

Chin, J.L. and Sanchez-Hucles, J. (2007). Diversity and leadership. American Psychologist, 62(6),

608-609. Retrieved from http://psycnet.apa.org/doi/10.1037/0003-066X62.6.608

Chuang, S. F. (2013). Essential skills for leadership effectiveness in diverse workplace

development, 6(1). Retrieved from

http://opensiuc.lib.siu.edu/cgi/viewcontent.cgi?article=1133&context=ojwed

Gotsis, G., & Grimani, K. (2016). Diversity as an aspect of effective leadership: Integrating and

moving forward. Leadership & Organization Development Journal, 37(2), 241-264.

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com.lopes.idm.oclc.org/docview/1773389597?accountid=7374

Jacobs, G., Arjen, v. W., & Christe-Zeyse, J. (2013). A theoretical framework of organizational

change. Journal of Organizational Change Management, 26(5), 772-792.

doi:http://dx.doi.org.lopes.idm.oclc.org/10.1108/JOCM-09-2012-0137

Khan, A., & Ahmad, W. (2012). Leader’s interpersonal skills and its effectiveness at different

levels of management, 3(4). Retrieved from

http://www.ijbssnet.com/journals/Vol_3_No_4_Special_Issue_February_2012/33.pdf

Lisak, A., Erez, M., Sui, Y., & Lee, C. (2016). The positive role of global leaders in enhancing

multicultural team innovation. Retrieved from

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on.pdf
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MacArthur, D. (2011). Leadership theories and style: A transitional approach. Retrieved from

http://usacac.army.mil/cac2/cgsc/repository/dcl_SecondPlaceEssay_1102.pdf

Russell, E. (2011). Leadership Theories and Style: A Transitional approach. Retrieved from

http://usacac.army.mil/cac2/cgsc/repository/dcl_SecondPlaceEssay_1102.pdf

Taylor, A. S. (2015). Transformational leadership, diversity, and creativity at work: A moderated

mediation mode. Retrieved from https://lopes.idm.oclc.org/login?url=https://search-

proquest-com.lopes.idm.oclc.org/docview/1709274026?accountid=7374