In this module there are 2 assignments:
The first assignment a talks about a change project you have been through in the past as a leader, or as a participant, and analyze it using the leadership and change ideas ( in this I was participant fromchange of our commanding officers the previous one most of our work was paper based and we moved our work from paper based to computer based work) this basically old ideas vs new ideas scenario.
The second assignment talks about personal reflection piece that calibrates your own personal style or journey to becoming a leader and which calibrates your skills and experience using some of the ideas and concepts from class and giving evidence for your views. (For this one you can use me as example and talk about me if achieve the rank of brigadier and hold the position of manager or the president of Human Resource Department in Qatar Armed Forces.
you should separate the 2 assignments the first assignment is 2500 words and the second assignment 1250 words and use sources on both of them
Change in the Army
Organizations undergo regular changes whose success or lack thereof depends on the nature and effectiveness of leadership. Since the process is critical in the highly competitive and demanding environment, it creates a need for efficiency. Leaders should understand a presenting need for a transformation, such as to address a problem affecting performance, assess the level of readiness, and collaborate with other members to implement a change that drives organizational success. Notably, changes are necessary for organizations, whether in the private or public sector, and their impact is experienced across processes and people in the workplace. For example, an organization might identify the need to change from paper-based operations to automated processes to improve efficiency. Thus, an effective leader will identify and lead the change to improve performance. In the Army, changes are constant, as incoming leaders transform current operations and bring in new working culture. However, a leader must work with employees and other leaders since they know the workplace better and could support the transformation. Although the new commanding offer at the Qatar armed forces created other changes, the most impactful introduction of computer-based work from the previous paper-based processes moved from old to new ideas because it was the most effective approach to improve the performance.
Professional Position
Working in the Qatar armed forces (Qatar army) has allowed me to experience different leadership styles and approaches, some of which I plan to use in my current and future leadership positions. Besides, I have worked with various leaders since I was enlisted in the Army and risen in the ranks of leadership, playing a critical role in influencing and participating in change events that other leaders have adopted. I am currently a first lieutenant in the Army, which holds a great responsibility in the organization. Besides, I work in the Human Resources Department and Head of the Administration Division, which are significant roles in the Army. I have a position of influence in the organization and strive to raise the ranks to lead the armed forces effectively. However, I am ready to be led by others, such as the commanding officers, to gain more leadership skills. Besides, I have experienced significant changes in the Army, such as the extensive changes introduced by a new commanding officer, transforming work processes from paper-based to computer-based work. Although I have created some changes, I participated in a significant transformation to automate the workplace.
Organizational Change
Organizations should understand how to implement and manage change to survive and prosper, primarily through working with the human resource effectively. Therefore, the leader should remember that changes are the only constant in an organization regardless of the sector. Change management processes are critical to achieving a competitive advantage in whichever sector since the 21st century is uncertain and unpredictable (Neil et al., 80). Thus, all organizations should have leaders who are always prepared for changes and work as change agents, incorporating planning, implementation, and organizational change evaluation. Successful change entails working with employees as critical stakeholders in the transformation process. Cohesive teams enhance satisfaction and reduce turnover intentions due to organizational engagement (Greer et al. 591). Properly managed organization and in environments where leaders collaborate with employees have a direction to deal with challenges and become effective in change management. After all, changes address identified problems that affect the performance of employees and organizational productivity. Therefore, during a transformation period, leaders should ensure that they address the growing need to promote employees’ performance and improve the organization’s productivity. Effective leadership should include the change management role to influence others through change planning and implementation.
Change in the Qatar Armed Forces
Significant changes occur within the Qatar Armed Forces to improve the organization’s performance through efficiency and productivity. Various leaders have worked with human resources to improve their organizations and ensure that they achieve their objectives. One of the aspects that have transformed in the past has been the change of command, with the incoming leader changing the culture of work. The outgoing commander in the organization worked with paper-based records, including human resource documents and payroll. Paper-based record-keeping was slow and inefficient due to the challenges in creating, managing, and retrieving the records (Satchell 4). As a result, the incoming commander realized the limitations in paper-based records and decided to automate the records management system (old ideas vs. new ideas scenario). The computer-based records management system has effectively served the organization’s needs, but the discussion focuses on how the leader managed the change. Overall, the leader recognized the need to create a new system that would improve human resources’ performance.
Automation of work processes has been one of the significant changes that the Qatar armed forces have implemented in the recent past. Besides the need to reduce the use of paper-based inefficient records, the new commander realized the need for skills improvement through training and development in the organization. The organization had remained in the status quo due to the fear of change and a culture that accepted the old ideas. Regardless of the fear of technology and the fear of job loss, the change has been the most accepted and thriving in the Qatar armed forces. Automation has played a crucial role in learning and skills development (Nedelkoska and Quintini 1). I participated in the change process because the transformation was timely since all army officers and other employees realized the importance of improving work processes and changing the culture to support efficiency and innovation. The new ideas were timely and welcome in the organization. Furthermore, the change aligned with an initial assessment of the organization to diagnose the problem and implement a suitable solution.
Leadership and Change Ideas
Organizational change occurs whenever a new leader takes over and introduces a new culture of doing business. Such changes are successful with a new leader who understands the need for the process and engages other members in its implementation (Kotter 60). Influential leaders appreciate that a change does not occur in a vacuum or for the sake of transforming the organization. Such leaders understand the need and drivers of the change before initiating it. For example, in the Qatar Armed Forces, the new commander understood the need to change work from paper-based to computerized to improve processes and productivity. When the leader came into the organization, he studied it to realize the significant change’s need. He must have inquired for a record, and it took longer than usual to bring it, showing the need for changes. He must have asked employees about the situation, and they confirmed that the paper-based records were frustrating. Therefore, he realized the problem and the potential solution, which was to automate operations. Hence, the leader spearheaded the change process and worked with others to provide human and material resources for its successful implementation and management.
Leadership Style
The new commander of the Qatar Armed Forces realized the need for its stunning transformation to improve performance. Whether knowingly or unknowingly, the leader sat at Level 5 of excellence since he successfully changed the organization from mediocrity to excellence. Level 5 leadership enables an organization to improve from goodness to greatness (Collins 3). The level seats on top of four others (“Level 1: Highly capable individual, Level 2: Contributing team member, Level 3: Competent manager, and Level 4: Effective leader”), which defines an ordinary leader (Collins 5). Conversely, those at Level 5 on the hierarchy make a massive difference in an organization since they are great agents of change. Besides identifying and implementing the change, such leaders work with employees and other stakeholders to ensure acceptance of the change and successful integration into the organizational culture. For example, the new commander involved other armed forces when planning and managing the transition to make it successful and positively impact the workplace. The leader also recognized the power of people in implementing change and addressing any resistance to the change.
Level 5 leadership relates to the quality of the leader in leading others and implementing the change. The leader is willful but also humble when working with others (Collins 5). In the armed forces, some leaders tend to be tough, commanding, and authoritative. However, such traits cannot make an effective organization since the followers might fail to cooperate. The new commander recognized the need to be tough but humble to gain other leaders and followers’ support. The change to automate the organization was significant and the leader could be effective if he were humble enough to accept others’ contributions. The leader should also be disciplined in various aspects, such as in thoughts and working with people to lead the change (Collins 6). When the leader came into the organization, he called regular meetings with other leaders to understand the change attached to the needs and manage them successfully. The discipline gained support for the transition from the lowest to the highest level of the organizational hierarchy. Hence, employees were prepared to collaborate with a supportive and disciplined leader who understood and empathized with their needs.
Another leadership style that applies to the change situation in the Qatar armed forces is transformational leadership. Various traits of a transformational leader make him suited for a commander’s role in the Qatar Army. The new commander met most of the leadership style criteria, making him successful in leading the organization. A transformational leader’s hallmarks set them apart from other leaders since they know how to influence and work with people to achieve significant results (Kohan et al. 320). As a transformational leader, the new commander could encourage all soldiers’ motivation and positive development and exemplified moral standards within the organization. Since he came into the Army, the mood changed to positive, and the level of satisfaction among employees increased tremendously. As a moral leader, he encouraged the followers to have ethical standards and work ethically even though they worked for the armed forces. He also related well with every member of the organization, encouraging them to achieve their potential. The commander changed the way of working in the Qatar Army by using transformational leadership ideals.
Working and leading in the army is always challenging and could have moral dilemmas, such as saving a life while protecting the country from enemies. However, a transformational and charismatic leader knows how and teaches followers to make critical decisions and balance the need to act morally and ensure the country (Taaffe 24). One of the new commander’s arguments was the need to use automated systems to improve the armed forces’ decision-making. With adequate information, the soldiers were better placed to make fast and critical decisions when faced with moral dilemmas. Thus, the proposed change would improve the working environment through fast and efficient decision-making. The leader would also build the organizational culture by encouraging soldiers to move from a self-interested attitude to a common right attitude. He also promoted the ideals of authenticity, cooperation, and open communication, while providing coaching and mentorship to his followers.
Transformational theory supports the role of a charismatic leader in leading change and gaining the support of followers. Leaders communicate their vision to others in a way that will obtain their permission and participation. Other leaders and officers supported the automation of work in the organization due to how the commander believed in the change and created a compelling vision. Transformational leadership involves inspirational motivation, individualized consideration, idealized influence, and intellectual stimulation (Garcia-Guiu et al., 147). The leadership style supports cohesion, organizational effectiveness, employee satisfaction, and perceived group performance. Through transformational leadership, others trusted and supported the change, leading to its success. For instance, other leaders were frustrated with the paper-based record but believed in the success that the new commander proposed. Thus, employees participated fully to make all processes automated and efficient.
The leader effectively motivated the people to support the change and participate in the implementation due to transformational leadership. The leadership model identifies each employee’s ability and competence and provides the opportunity to lead in teamwork (Kohan et al., 319). For instance, the leader created teams to spearhead the change and increase the successful change process opportunity. An effective leader must recognize that he cannot run an organization alone. The leader should learn to share ideas with colleagues and integrate their opinion into the change process. For example, during the Qatar Army’s change process, the leader, who was still new at the organization, benefited from employees’ input and support, especially those who had worked more than five years (Porter et al.). As a result, he enjoyed the benefit of organizational knowledge and commitment. Individuals who worked for the Army for years and understood the drawbacks of the paper-based records provided critical input to the change process.
Personal Role
Although I did not lead the change, I participated in the process since I work in the human resource department and the human capital sector to ensure that performance is improved through efficient automated work tools and processes. Through the training, I organized employees to create awareness regarding the importance of moving from old ideas to new ones, which would improve the performance. For example, we held workshops to inform employees about the change and their role in its implementation. The information was necessary to prevent resistance to the transformation. Resistance to change is expected in change processes that leave employees in the planning and implementation activities (Lines et al. 1170). Employees in the organization revealed a high level of support for the change since they wanted to improve their work and service. They needed an automated system to improve how the human resource department met their interests. Besides, faster work processes would allow them adequate time to work and take care of their needs outside the organization. As a result, the change created a better working environment and improved performance outcomes. The change from the old to new ideas is one of the most significant modifications that the Qatar armed forces have implemented in recent years.
Conclusion
As is evident from the analysis, leadership is critical for successful change planning and management, meaning that the type of leadership determines a successful organization. As a first lieutenant in the Qatar army, I have considerable leadership, personal, and participation in others’ change management roles. I am also working as a leader in the Human Resources Department and Head of the Administration Division, which are sources of leadership experience. In the recent past, I experienced a significant transformation in the organization when one commander left and another assumed the role. The incoming commander realized the need for change from paper-based operations to computerized systems to improve efficiency and productivity. The change was significant due to the leader’s competence, such as identifying the need for the change, planning for the process, and implementing it in collaboration with other employees. Level 5 transformational leaders transformed the organization’s culture and improved the level of performance and productivity. The commander’s successful change provides lessons for other leaders to learn how to manage successful changes in their organizations and positions. Furthermore, future changes will revisit the model and framework to be effectively implemented and managed.
Works Cited
Collins, Jim. Level 5 Leadership: The Triumph of Humility and Fierce Resolve, Harvard Business Review.
Garcia-Guiu, Carlos, et al. “Transformational Leadership and Group Potency in Small Military Units: The Mediating Role of Group Identification and Cohesion.” Journal of Work and Organization Psychology, vol. 32, no.3, 2016, pp. 145-152.
Greer, Lindred L., et al. “Why and When Hierarchy Impacts Team Effectiveness: A Meta-Analytic Integration.” Journal of Applied Psychology, vol. 103, no.6, 2018, 591.
Kohan, Nabi Allah, Ali Safari, and Hadi Teimouri. “Friendship, Transformational Leadership, and Organizational Climate.” Human Systems Management, vol. 37, no.3, 2018, pp. 319-331.
Kotter, John P. Leading change: Why transformation efforts fail. Harvard Business Review.
Lines, Brian C., et al. “Overcoming Resistance To Change In Engineering and Construction: Change Management Factors For Owner Organizations.” International Journal of Project Management vol. 33, no. 5, 2015, pp. 1170-1179.
Nedelkoska, Ljubica, and Glenda Quintini. “Automation, Skills use and Training.” OECD iLibrary 2018.
Neil, Rich, et al. “Leader Behaviour, Emotional Intelligence, and Team Performance At A UK Government Executive Agency During Organizational Change.” Journal of Change Management vol. 16, no. 2, 2016, pp. 97-122.
Porter, Michael E. Jay W. Lorsch, and Nitin Nohria. Seven Surprises for New CEOs, Harvard Business Review, 2004.
Rock, David, and Jeffrey Schwartz. The Neuroscience of Leadership, ICAEM
Ruben, Brent D., and Ralph A. Gigliotti. “Leadership as Social Influence: An Expanded View of Leadership Communication Theory And Practice.” Journal of Leadership & Organizational Studies vol. 23, no.4, 2016, pp. 467-479.
Satchell, Paul. Innovation and Automation. Routledge, 2018.
Taaffe, Stephen R. Commanding the Army of the Potomac. University Press of Kansas, 2018.
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