本文主要講的是領導者在變革管理方面的作用，在變革管理方面，領導者不是乾涉主義者，而是變革的推動者。 “與人一起改變，而不是改變他們”應該是領導者在改變管理時的重點，因為這是使員工改變的方法(Higgs & Rowland, 2011, p.331)。在變革管理的背景下，領導者的任務是激勵員工並為變革提供必要的催化劑。他們讓員工參與進來，激勵他們，讓他們朝著變革管理的方向前進。與嚴格計劃的管理干預不同，使能者角色確保人們自己成為變更代理人。本篇論文 代寫 價格文章由英國論文通AssignmentPass輔導網整理，供大家參考閱讀。
Leaders are not interventionists when it comes to change management rather they are change enablers. “Doing change with people rather than doing change to them” should be the focus of the leader when it comes to change management, as this is the way to enable the change in employees (Higgs & Rowland, 2011, p.331). In the context of change management, leaders are tasked with energizing people and providing the needed catalyst for change. They engage people, motivate them and align them towards change management. Instead of a strictly planned managerial intervention, the enabler role ensures people become change agents themselves.
Research studies indicate that where leaders focus as just change agents then the employees would require guidance at all levels of change management, and on the other hand when a leader enables the employees to work as change management entities in themselves then it will be possible for the change management to be more continuous (Karp & Helgo, 2008). By making sense and by passing it on to the employees then it so happens that the leaders would be able to present the needed role model for the employee themselves to emulate. When everyone is motivated at the organization level in order to become a part of the change then the change management process becomes a successful one (Aiken & Keller, 2007). As a change enabler the leader should define clear strategic objectives for the employees such as well-defined milestones for the organizational change development process. There must be good organizational internetworking among the leadership positions. They must show their commitment to change in an integrated way in order to become a better change enabled.
The leader must communicate all change management strategies to the point of achieving transparency as this will ensure that the ownership is concrete. Standardized project management practices must be ensured even during change management to ensure employees have a sense of security, and this will help the leader aid as change management enabler with least resistance (Branson, 2008).When the leader is not able to be a proper change enabler than issues are caused in the form of micromanagement. The working resources of the company will need to not only be guided by the leader but they have to be micromanaged in every step of change management. The resources would not understand the basic concept of change or why it is necessary. On the other hand, when the leader acts as a change enabler, the human resources of the company comprehend change management better (Kotter 1995).
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