Organizational Change and Characteristics of Leadership Effectiveness

Abstract

The existing literature suggests that numerous variables affect a leader's effectiveness. In this study, the authors examine behaviors associated with leadership effectiveness in driving change. Results indicate that specific leader behaviors—the ability to motivate, communicate, and build teams—are predictors of successful implementation of organizational change.

The Efficacy of Executive Coaching in Times of Organisational Change

“…Indeed, the ability to build effective teams and deliver on organisational goals during periods of disruptive change or organisational turbulence is rated as one of the most important attributes of effective leaders (Gilley et al, 2009), although the requisite skills come naturally to only a few (Goleman, 2000). The focus of this article is on examining if executive coaching can help executives and managers during times of organisational change.…”

Burns, Senge, and the Study of Leadership

“…One of them is to describe a desired future and enlist the organization's members into making it a reality. The Sengian leaders support employee learning and knowledge creation, are themselves perpetual learners, step back from day to day activities for perspective, employ "sensemaking," practice "presencing," and seeing oneself as a steward of an organization (Balda& Mora, 2011; Barrow & Mirabella, 2009;Carter, 2009;Ciporen, 2010;Dalakoura, 2010;de Jong, 2011;Gilley, McMillan, & Gilley, 2009;Head, 2005;Mabey & Morrell, 2011;Polding, 2016;Poulin, Hackman, & Barbarasa-Mihai, 2007 Song & Kolb, 2012;Steinbauer, Rhew, & Chen, 2015;Young & Pemberton, 2017).…”

“…References to other elements of Senge's writings include the use of knowledge (Bartol & Srivastava, 2002;Kaufman, 2009;Rai & Prakash, 2012) and a miscellany of brief notices (Ament, 2007;Chandler, Roebuck, Swan, & Brock, 2011;Gambrell, 2016;Gilley, McMillan, & Gilley, 2009;Parry & Hansen, 2007;Ruwhiu & Elkin, 2016;Wondra, 2009).…”

Employee Perceptions of the Manager Behaviors That Create Follower-Leader Trust

“…Developmental leadership is also based on awareness, which is the product of focused attention, concentration, and clarity on the part of the leader (Gilley, Gilley, & McMillan, 2009). According to McIntyre (2010), awareness implies having knowledge of something through alertness in observing or in interpreting what one observes, feels, and hears.…”

“…Organizations select them anyway (Donlevy & Walker, 2011;Gilley, Gilley, & McMillan, 2009;Robbins & Judge, 2010;Shelton, Waite, & Makela, 2011). suggest that these are symptoms of managerial malpractice within organizations, which are the result of:  hiring or promoting managers who lack the understanding and skills necessary to effectively manage others;  hiring or promoting managers because they are the "best performers" or "highest producers" and without regard for their interpersonal skills;  wasting valuable time and resources attempting to "fix" ineffective or incompetent managers; and/or  failing to reprimand, demote, or fire managers who are ineffective or incompetent (p.343).…”