The Leadership Influence And Motivation

The Leadership Influence And MotivationBefore I can describe how my understanding has evolved it is important that I give bingle of my transpose experience. I was responsible for implementing and managing a salmagundi program in spite of appearance the logistical function. I was the mixed bag implementer and strategist in spite of appearance the swop program. The scope of the change affected the engineering and logistical functions daily figure outing. I initially thought ab expose and planned for the negative effects on the logistical employees motivation, commitment and experience of business organisation security.This transformational change was the out keep an eye on of economical factors within the far environment of the business cause by the global credit crunch, slow rate of economic growth and internally by the need to precipitate cost. The garage at Harrow Weald (HD) fai lead to retain 2 contracts from Transport for London as the business was out bid by the comp etition, First bus. This resulted was a reduced work load for the Material Manager at HD. The Material Manager workload reduced from 9% in 2009 to 6% between January 2010 and May 2010.I made the decision along with the Head of Purchasing, with support from the engine room Director to merge Edgwargon (EW) and HD store inhabit because of the 5 miles distance between sites and the aforementioned(prenominal) bus types at their locations. The Material Manager at HD pull up stakes be moving to Holloway (HT) to support HT as their latest workload has increased to 25% and the Material Manager at EW depart be running HD and EW store rooms. Personally this was needed to reduce cost at HD logistical function if cost was not reduced, this great power halt led to redundancies. I felt I had to do something to protect my squad while solving a manning issue at HT.However, I learnt as the change continued that it was not the Material Managers or the Trade unions (TU) unitary matter which h ad the negative views ca utilise by the uncertainty created by this change program. But the Engineering four-in-hands of EW and HD who were worried almost their logistical cover for their repair programs. There were a lot of resistance from the Engineering managers which my change program did not take in account. I did not understand the reasons at the time.From that experience I aim learnt from reading about the range of stability Arnold et al., ibid and using the stakeholder analysis pattern. (The principles and practices of change Pg 16) That understanding behaviour and attitudes is vital in the change process. Using that methodology much careful planning by using multiple change tools, models and by providing information through sensitive implementation while involving everyone affected by the changes will help increase the success of the change.Any change program needs to be understood fully by providing information, which will strengthen the program and employ in a way that people can cope effectively with it. I failed to inform and involved the Engineering managers within the change sufficiently before. I needed to show people that the change had integrity and benefits. I see treating people with humanity, honesty and respect will reduce the resisting forces, thats involves good guide onership.Change I now see can be unsettling to everyone within the program managers and staff, nothing must be taken for granted within change. If change is forced on people problems and resistance normally arise. I come come to realize that I can achieve my personal change if I sweep up the very(prenominal) format. Change must be realistic, achiev satisfactory and measurable (SMART).Figure 1 How my understanding of change has evolved over the 5 weeksThis is what I took for granted as the Engineering managers were managers, I expected them to be committed to the change. I did not focus on their needs1.2 McKinsey 7S ModelThe McKinsey 7-S model is an approach to planned internal change devised by Peters (1970). This method collectively analyzes the interdependence between 7 variables on how the change within business must operate. I really identify with this model because it focuses on internal relationships between systems and people.Figure 2 McKinsey 7S Model(The principles and practice of change Pg 11)If I had used this model during my pervious change program, I might learn notice the interdependence between the Engineering managers and their repair program. Thus with this information, I could have created a clearer shared vision and involve them within the strategies. I will be using this in the future on my stores project to research the interdependence of systems and people to reduce resistances and improve communication.1.3 Kurt Lewins Force Field abstractThis model from Lewin (1940) focuses on the individuals who resist change and do not want to change their status quo (The principles and practices of change Pg 278). According to figure 3 at that place are 2 types of forces within a change program. This model looks at internal and external forces the change strategy looks to increase the change driving forces and at the same time reduce the resistance forces.This model would have being useful in my previous experience of change as it focuses on peoples activities who are affected by the change in a negative or positive way. This is definitely a useful model for the future as it helps to formulate strategies used in reducing these resisting forces.Figure 3 Force Field Analysis origin www.change-management-coach.com/images/force-field-analysis.jpg accessed 19-12-101.4 Kotter ModelTo me this is the most important model I have come across it focuses on internal and external factors and forces to bring about organizational change. However to me it seems a little complex and time consuming. However this theoretical emerging approach to change known as the Kotter Model is great way of analyzing, planning and impl ementing change which involves 8 beatsFigure 4 Kotter 8 step ModelSource www. downloadsoftwarestore.com/software_images/82/34/00053482/Software__Kotter_Change_Model-screenshot.gif Accessed 19-12-10Personally, I really like this model compared to McKinsey 7-S model and Kurt Lewins Force Field Analysis, as this model focuses on the change drivers internally and externally and the reason for change. It looks at empowerment of staff and picking the right change leaders to cook up the change work.The model is complex as it entails focusing on the entire organization, the impact of the change and timing is critical between steps. What is beautiful about it it also looks at the aftermath of the change and tender wins to encourage participation and visual simulation. However change is complex and I now see using one model or framework within a change program, something or someone will be missed.Over the last 5 weeks I have learnt that organization does not exist in isolation, but its par t of a complex 3 phases environment. These environments exhort pres incontestable on businesses internally and externally. The organization has to change to meet these pres incontestables in order to survive, correct or seize opportunities. Thus its essential to use multiple frameworks, good leadership and evaluations to increase the sustainability of change.Part 22.1 Identify the aspects of change which you expect to follow up in later work in developing your EBIFrom my research I came across Leadership and change in small firms and entrepreneurship http//learn. turn out.ac.uk/mod/oucontent/view.php?id=439879 accessed 02-01-11. The design of Entrepreneurial Leadership illustrated in figure 5 which is leading through direct involvement by creating shared values for organizational stakeholders. Through flexibility, innovations and evolving concepts of organizational frameworks that can be constantly changed. Thus change is welcome and second natured within the business.Figure 5 Par adigm of keys to organizational excellence and leadership strategiesSource Darling and Beebe, 2007, p. 87At this stage I believe this descent will enables me to review my current leadership style illustrated in figure 6. I will never become a perfect leader or manager, I acknowledge this now. But I am someone who likes order and I have chosen change tools which bring order to the change complexity. Now, I am going to step out of my comfort zone with the cognitive, affective and behavioral responses to change framework and identify ways to improve my leadership skills and effectiveness by contributing to an environment that empowers my managers by encouraging innovative thoughts.By allowing my managers to lead me to a vision within my stores project will improve our systems inside the logistical function. According to Gersick (1991) Change brings about positive and negative emotions caused by stimuli within the change, which affects our behaviour (The principles and practices of ch ange Pg 185).Figure 6 My development of leadership and change at workUnderstanding emotional intelligence, as defined by Goldman (1998), is often associated with key loving skills which includes self-awareness, trust and empathy which are also important in the workplace. Using the Goldmans five major factors of emotional intelligence model illustrated in figure 5 which involves intrapersonal and social components. I would like to explore more in the upcoming weeks at work.Gersick (1991)- stimuliKotter (2009)- Leadership or ManagementVera and Rodriguez-Lopez (2004)- HumilityBaker (2009- FellowshipGoldman- (1998)- Emotional newsSelf discovery- Improve communication and relationships at workMy Delivery- Making it happenInnovation and Design-Using My Emotional IntelligenceMyVision- involves fellowship and humility leadership, allowing myself to be ledMy Discovery and Planning- cognitive, affective and behavioural responses to change frameworkhttp//www.infopeople.org/training/webcasts/ webcast_data/203/FiveComponentsEmotionalIntelligence.pdf accessed 02-01-10To achieve this concept, I have to be trusted and respected within the change program, which have to demonstrate integrity by doing the right things. This concept is very fascinating and I think this is the pinnacle of me evolving this tie into my humility and emotional aspects of leadership I am trying to explore as part of my EBI.The concept of giving respect and providing meaning by creating a sense of worth to the change recipients will show my humility. Thus increasing the level of commitment to the change while keeping change recipients within their range of stability and (The principles and practices of change Pg 16) reducing the resisting forces.I do not see myself as a brilliant change agent but I do understand how change can make people feel uneasy and the level of uncertainty that can be created from my past experience of change. In achieving successful organizational change, I must able to inspire and turn negatives into positives by finding innovative ways of doing things while working with the change recipients. Even if the change has bad news, being honest and open will help build trust through positioning which will enable my reputation for future change programs to be viewed with honesty, confidence and respect.Over the 5 weeks I come to understand that organizing and communicating the possibilities of what can be achieve from the change is management and while giving meaning to change is leadership. Trust through positioning implies having predictability, accountability and reliability this provides the foundation for the change integrity. Now the question is how I would show this within my EBI and does this make any sense.2.2 Give a design summary of the observe work (including key inquiries) you have undertaken on the options and opportunities for your EBIEBI nameKey featuresStores reorganisation-Current organisational change program Exploring differing leadership a nd management theories and concepts. Then position them into practice 6 months to complete Work relatedResearchinguniversities to study my MBA My personal goal Will have to involve friends and familySearching for a new job in China to further-Very challenging-Risky-My personal and situational goalRelevance, feasibility and ranking of EBIs which were identified during scoutingEBI nameRelevance1Relevance to my organisation1Feasibility2RankStores reorganisation-75% sureProbably very relevantProbably very achievable1Researching universities to study my MBA20%- sureMay be relevant, but cant quite tellIm pessimistic about my ability to do this2Searching for a new job in China to further5%- sureNot very relevant to my organisation at first glanceIm uncertain about whether it can be done3After the TMA 2 I spoke with my mentor about possible EBIs. We were both in agreement that the stores reorganisation project is a perfect inquiry for my EBI as there are elements of change and leadership focusing on the emotional characteristic of humility within the project and the project deals with changes which I personally would like to develop, as I am too task- oriented.This will encourage me to reflect on my daily experiences, identify what I would like to learn about from the course materials and the inculcate group forums. In addition try to engage with the course materials and themes in the light of my experiences. This is essential for me to develop as a good leader and manager and I will be able to use this knowledge and notes, I have acquired via this process to advance to my EBI.Although the entire aspects of my EBI is still unclear with the problems of linking leadership and change together is still a little ambiguous. I still have some doubts of which EBI to choose and what area of leadership and change to focus on. In addition, if I am actually making a journey into a better leader or manager, but I am learning new theories and framework to deal with my day to da y work problems.Additionally, the stores reorganisation is a very important project for me and my logistical team. I am trying to standardise the warehouses layout end-to-end 10 sites. The local material managers are already not happy with some of my ideas, but I need to win them over with the new warehouse layout which will test my own leadership skills, by letting go of my order and control and letting them lead me to a shared vision of the change. Thus, I might use my stores reorganisation project as one giant inquiry for my EBI.I have also spoken with my line manager to reveal the feasibility of the stores project he is happy for me to use the project as part of my studies. However, he added that the stores project was already complex without adding another dimension of things to do. I never thought about the stores project with this perspective, therefore, the following questions will need to be addressed is it too complex to conduct an EBI with such an important work project ? Can I test and report on any actual growth within my understanding of things I have learnt? His perspective has added a new dimension on my possible EBIs and created a level of uncertainty.Word countPart 11.1 My change experience and change issues- 568 linguistic process1.2 McKinsey 7S Model- 117 words1.3 Kurt Lewins Force Field Analysis-113 words1.4 Kotter Model- 248 wordsTotal 1089 WordsPart 22.1 Identify the aspects of change- 529 words2.2 Give a brief summary of the scouting work- 544 wordsTotal 1073 wordsPart 1+ Part 2 = 2119 words3.1 AppendixStocktaking Week 16What do you feel about the course so far? How have you found it? (You may find it helpful to look at some possible responses on page 8 of Study Guide 2.)What are the three most important things you have picked up so far?What have been the three most important things so far?Have you shared your work on B204 with colleagues at work? What do they think about what you are doing?After the scouting and the study you have d one, how do you now feel about the EBI you will have to do?Do you feel you are in control of your learning on the course or are you just being driven along by the work and the schedules? What are the reasons for your answer?What things are you hoping to build on as your force out into Phase 2?Looking forward, what things are you now feeling most anxious about?What are your real hopes and concerns about the next stages of the course?What issues have really struck you most?Any other thoughts