Leaders Leading Change

Leaders in organisations have many roles and functions some of which are well-defined and clearly understood others however are less tangible. These tangible and intangible functions if managed properly create dynamic organisations that have strong relationships with staff and customers. If these functions are not clearly understood organisations tend to be closed and resistant to change. One of the key functions of leaders is to create an environment where by change process is seen by staff to be natural, dynamic, and life-giving to the organisation and to themselves. Leaders are expected to provide clear vision for their organisations and to use their power and authority to ensure that the organisation functions in an appropriate, cohesive, and meaningful manner. Leaders are required to provide sufficient structure and guidance so that Goals and strategies can be initiated and implemented,. Create a culture built on shared values and understanding. Establish strong emotional links with their followers. Use both organisational and personal power in an effective manner. Creative vision built on future issues. Lead organisations through challenging change processes. An inherent struggle within organisations tends to develop between leaders and mid level-managers (supervisors). The role of mid-level supervisors is to focus on the present the here and now, to maintain status quo and stability to ensure the policy and procedure is being implemented as required to help maintain existing structure these functions tend to rely on the use of positional power. Some but not all of these functions are at odds with the roles that leaders are expected to carry out within an organisation. The function and roll of leaders and managers sit almost at opposite ends of the spectrum of tasks that need to be achieved within an organisation. This natural imbalance in roll functionality creates a dynamic tension within an organisation.this tension if managed appropriately is beneficial and life-giving to an organisation. Strong leaders create an environment where by this natural tension between the role of leaders and managers create an environment conducive to change. Dynamic leaders understand this inherent tension within organisations. On one hand an organisation is creating a vision for the future creating an environment where by people can move forward taking up new challenges new procedures new outcomes, where on the other hand within the same organisation were required to focus on the here and now current budgets, current outputs current policies and procedures. If too much focus is given to the here and now the organisation cannot grow and develop and will miss potential opportunities in the future. If however the organisation focuses entirely on potential or future events current budgets are not meant current productivity levels fail organisational relationships with customers deteriorate and the organisation will go out of business. The most challenging function for Chief Executive Officers and senior leaders in an organisation is understanding this tension between future vision and current reality. Understanding and accepting that there will be unnecessary tension between these two opposite ends of the spectrum. Using this tension to create an environment where by an organisation in both meet its daily challenges and create a structure for itself so that it can you goals and develop into a new marketplace requirement is a skill that has to be both developed and nurtured as leaders take up their roles. This natural tension if managed appropriately can create an environment where by change processes are readily accepted and easily manage. Leaders must maintain an organisational culture that enable staff to embrace the change process while maintaining the status quo to ensure current budgets and productivity targets are achieved. Article Source: http://EzineArticles.com/5724835