Leadership Management

NAVIGATING ORGANIZATIONAL CHANGE

LEAD 581, Leadership, Management, and Organizational Imperatives

Guy Nasmyth

Royal Roads University

By: Brett Butterwick

November 17, 2013

Ongoing literature and business reviews continue to produce no clear distinction between leadership and management. The exploration of the two paradigms can showcase different avenues in which the roles circumstantially inspire and motivate employees in a transitional state. Bridges states, “change itself can be a problem and that we need leaders who not only create change but manage transition” (p.20). The paradox between the two continuously exposes the need for leaders to manage. It is precisely because of this state (transitional) that organizations will constantly find themselves in a difficult position from which it is tough to escape if not managed properly. I have found throughout my own journey of leadership that I am able to extract from, and relate to, a well-defined distinction between a leadership and management role while navigating organizational change. Inside my organization there has been a push from above to lead and coach. Management has implemented programs in order to facilitate the education process. Currently in my industry this is an uncommon and innovative practice so I have to ask myself “how did this come to be?”.

What I have found is that the decision to introduce the restructuring process was not made by a single individual. Amar, Hentrich and Hlupic (2009) state “that leaders don’t dictate vision or strategy; instead, they enable employees to create a common vision” (p. 24). In fact, the result was a collaboration of input from employees (which are referred to as partners) from every level. As common themes came up, the vision was created. What I have learned throughout this process, as well as through my own personal experience, led me to a definition of key strategies in an organizational shift: Lead change, manage transition, and be aware of when...