The connective leadership behaviors

Change is does not come easily or naturally as it is usually resisted by employees. However, the most effective way for a leader to implement organizational change is to ensure that employees understand and connect to the change by agreeing on a target. A manager needs to establish a common ground so that each employee is committed to the common goal (Kotter, 1995). By allowing others to contribute and own the solution makes change very easy because it helps in solving change challenges such as changing mindset and attitude and corporate culture. Encouraging employees to use their interdependent behaviors helps in getting them engaged in the change effort. The effective leadership style is coaching and mentoring the employees on connective behaviors as it encourages interdependent behaviors from them (Kotter, 1995). The manager is required to develop a vision and strategy and then communicate the change vision to the employees then empowering for broad-based action. By working with the team to define change and providing support during the change, makes it easier for the employees to access business change hence their actions will be more on target thereby delivering the desired business results (Kotter, 1995).

The connective leadership behaviors improves the success rate of change programs when a leader gives a compelling reason to accomplish something, offer measurable objectives for tracking progress, celebrate the successes and reward or recognize teamwork. I have heard a chance to witness a change effort that used authoritarian leadership behaviors where the leader dictated the change to employees. The change effort failed because the employees became less responsible and uncommitted because of micro-managed implementation and motivation through negative consequences. To ensure the change was successful, the leader could have collaborated with and involved employees to make it easier for them to accept the change (Kotter, 1995). This could have allowed them to act in real instincts, establish solid methods, and employ better skills thereby improving the change success rate. By allowing the employees to contribute to the change, they are able to own solutions thus making change much easier (Kotter, 1995).

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