Task Objective: Post online critical review of the journal article referenced below relating to the effectiveness of Transformational Leadership during organisational change.
Task Description: In this task, you are asked to post a discussion on the main points in the article (below) and your interpretation of: the key issues; value; and limitations of the paper.
The Effect of Transformational Leadership on Employees During Organizational Change – An Empirical Analysis (Faupel & Süß, 2018)
Link to this article: https://doi.org/10.1080/14697017.2018.1447006.
PS: please provide this part before 21st Nov.
Part 2: Reports
Words Count: 2 postings, each one 3,300 words: total 6,600 words.
Details for every Report:
Task Objective: Demonstrate you understanding of the Emergent approach to Change Management.
“The Emergent approach to change management recognises that successful change implementation requires a context-sensitive approach, rather than a pursuit of the same formulaic approach to every change context”.
Task Description: Write a critical response to the above statement in consideration of the merits and limitations of the emergent approach compared to the planned approach to successful change management. Your response should include examples of successful and unsuccessful organisational change where both emergent and planned models of change were utilised. Your response must be supported by academic references from course material and wider academic literature.
PS: please provide an Executive Summary for each Report. Please provide this part before 28th Nov.
PS: please use at least one of the following references:
Andrews, J. H. Cameron and M. Harris (2008) All change? Managers’ experience of organisational change in theory and practice, Journal of Organisational Change Management, Vol 21, No. 3, pp. 300-314. Armenakis, A. A. and Harris, S. G. (2002). Crafting a change message to create transformation readiness. Journal of Organizational Change Management, Vol. 15 (2), pp. 169-183. Balogun, J. and Hope Hailey, V (2008), Exploring Strategic Change, Princeton-Hall: Harlow. Burke, W. (2002), Organisational Change; Theory and Practice, International Journal of Management Reviews, Vol. 7, No. 2 pp. 73-90. Diefenbach, T. (2007) The managerialistic ideology of organisational management, Journal of Organisational Change Management, Vol 20, No. 1, pp. 126-144. Smircich, L. and C., Stubbart, (1985), Strategic Management in an Enacted World, The Academy of Management Review, Vol. 10, No. 4 pp. 724-736. Tushman; M.L., and P. Anderson (1986), Technological Discontinuities and Organizational Environments, Administrative Science Quarterly, Vol. 31, (3) pp. 439-465. Weick, K.E. and Quinn, R.E. (1999), Organisational Development and Change, Annual Review of Psychology, Vol. 50 (1) pp. 361-86.
