Organizational Change

Organizational change background and argument

Leading change is perhaps the most difficult challenge facing any leader, yet this skill may be the best differentiator of managers from leaders and of mediocre from exceptional leaders (Hughes, Ginnette, & Curphy, 2011).Change is imminent in any organization. This change may stem from a merger, revamping of an organization, or demands of the clientele. Once an organization decides that changes need to be made, it has to figure out how to best carry out the change process. Expert opinion varies on the approach used to pursue effective organizational change. The argument at hand is which approach is more effective when trying to implement organizational change; rational or emotional.

Rational versus emotional approach

The rational approach to organizational change requires implementation of a systematic process/formula. Rational change depends on a plan that takes into account dissatisfaction (D), model of change (M), process (P), resistance (R), and amount of change (C) required. This approach is often utilized where there is top-down decision making and the decision makers at the top plan the strategies, directs the execution, and monitors the implementation. Although organizational vision, goals, and change plans are often a collaborative effort between the leader and followers, they are the primary responsibility of the leader (Hughes, Ginnette, & Curphy, 2011).

The Emotional Approach, also called the Charismatic & Transformational Leadership Framework, does not expect leaders with superhuman qualities, but it does follow closely the relationship between leaders and followers (Hughes, Ginnette, & Curphy, 2011).  

Evaluation of approaches

The rational approach puts more emphasis on analytic, planning, and management skills, whereas the emotional approach puts more emphasis on leadership skills, leader-follower relationships, and the presence of a crisis to drive organizational change...