7C LEADERSHIP AND ORGANIZATIONAL CHANGE PAPER
Leadership and Organizational Change
Celestine Best
MGT-640
Dr. Ann Majesjky
March 6, 2016
Authors Note
This paper is discussing Leadership and Organizational Change in Leadership
MGT-640 Leadership & Organizational Behavior, taught by Dr. Ann Majeskey.
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7C LEADERSHIP AND ORGANIZATIONAL CHANGE PAPER
Abstract
The role of leadership takes on many forms and practices. An effective leader would
improve their understanding of leadership through research and study of the different
approaches. This paper will discuss the roles of leadership and the consequences to
organizational behavior and performance as related to implementing a successful change
in one’s leadership roles. It will explore all aspects of leadership and those who follow
certain leadership styles. This paper will discuss the current state of organizational
behavior in leadership styles and conflicting issues, which may arise relative to the
changes in leadership styles. It will discuss the impact organizational cultures have on
change in the workplace and if it is relevant for today’s use.
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7C LEADERSHIP AND ORGANIZATIONAL CHANGE PAPER
Leadership and Organizational Change
Introduction
Leadership and organizational change has gained much attention over the past few
years. Researchers worldwide have studied the different approaches to leadership. There
are many different views pertaining to leadership styles because “some researchers
conceptualize leadership as a trait or behavior, while others view leadership from an
information processing perspective or relational standpoint” [CITATION Pet13 \p 1 \l
1033 ]. The purpose of this paper is to explore the different types of leadership styles and
each ones adaptation to organizational behaviors. The leadership process involves both
leader and follower and should be understood as such. What about leadership and
organizational behavior? Can changes be made in organizations to reflect the different
styles and approaches? Let us look at the research.
The Role of Leadership and the Consequences to Organizational Behavior
Leadership takes on many styles, approaches, and theories. The style or approach
to use would depend on the traits and characteristics of the leader and follower.
According to the Examiner.com, author Bednarz stated, “A leader’s specific roles are
determined through the four basic leadership responsibilities of directing, coaching,
supporting and delegating. Specific responsibilities will fall into one of these four
categories. In leadership practice, one must master skills in all areas in order to
effectively lead others under their direction” [ CITATION Tim12 \l 1033 ]. An effective
leader would see which of these categories he or she falls under and act accordingly. All
four basic leadership skills are needed in order to allow the leader to effectively
determine what communication style may be useful. Researchers have developed
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7C LEADERSHIP AND ORGANIZATIONAL CHANGE PAPER
leadership roles and theories that usually follow a contingency approach to leadership.
According to Northouse, “contingency theory is a leader-match theory, which means it
tries to match leaders to appropriate situations” [CITATION Pet13 \p 123 \l
1033 ].Although there are others, Frederick Fiedler’s theory is the one that is most
recognized by organizations. Kenneth Blanchard and Paul Hersey also created
contingency approaches to leadership roles that argues, “Leaders must use different
leadership styles depending on their follower’s development level” [ CITATION Bau10 \l
1033 ]. Fiedler developed a test called the Least Preferred Coworker (LPC) scale that
measures three situational variables that will allow the leader to predict whether he or she
is going to be an effective leader in a particular situation. However. The contingency
theory does have its faults. It does not explain sufficiently what organizations should do
