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Dayleen Jae Young 

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Dayleen Jae Young 

RE: Elizabeth_Ngassa_Initial Post

COLLAPSE

Top of Form

Elizabeth,

This author agrees to what the post explained; it is informative and direct to the point. The following caught this author’s eye in the discussion: Honesty, keeping promises, and acting according to values when things go wrong to build trust. Communication throughout the change. According to Lv and Zhang (2017), implementation of change will require much time, coaching, and financial support. What is needed to address this fear is continuous perseverance and passion for implementing. According to Porter and O’Grady (2011), a leader should exemplify the normalcy of change. We can do that by embracing and engaging as well as responding with acceptance and adaptation. In regards to the innovative change, THis author suggests making a list of questions such as if they are on a Diabetic diet and how many times a week they exercise. Create a pamphlet showing the relationship between diabetes, obesity, and physical activity, which will be distributed to each participant and will have consistency in information.

References

Lv, C-M., & Zhang, L. (2017). How can collective leadership influence the implementation of

change in health care?. Chinese Nursing Research. 4: 182-185. doi:

10.1016/j.cnre.2017.10.005

Porter-O’Grady, T., & Malloch, K. (2011). Quantum leadership: advancing innovation,

transforming health care. Sudbury, MA: Jones & Bartlett Learning.

 

 

Response

Hello Dayleen, change often comes with challenges in an organizational system, and leaders should be at the frontline in embracing change and creating a favorable environment for change. The leadership style used by leaders plays a significant role in the implementation of change. Several studies have shown the effectiveness of transformational leadership in change implementation in an organization (Brookes et al., 2014). Change requires that staff is inspired and motivated, which is a crucial aspect of transformational leadership. A leader should be an excellent role model and should activate the self-efficacy of their employees to perform beyond their expectations (Brookes et al., 2014). For an organization to realize change, employees should not feel like they are forced to implement change, since resistance will be experienced. Instead, employees should be aware of the reason for the change, the challenges to implementing the change, and the advantages for such change both to the organization and to the staff. This requires the leader to derive their legitimacy through character and behavior instead of rules, traditions, or formal positions.

 

Reference

Brookes, S., Dunn, M., Edwards, G., Barth-Farkas, F., & Vera, A. (2014). Power and transformational leadership in public organizations. International journal of leadership in public services.

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Lilian Okoh 

RE: Elizabeth_Ngassa_Initial Post

COLLAPSE

Top of Form

Hi Elizabeth, as you rightly stated” regardless of how strong a vision statement may be, its effectiveness is determined by how well the leaders communicate to their staff” A shared vision must be communicated in everyday actions and behaviors to make a difference in an organization.  Communicating the vision of what’s going to happen, how individuals will be involved, what is expected from them and their team, and why it is important to the practice. in the absence of communication, people will fill the vacuum with inaccurate information and often start talking with each other and creating assumptions that are not true. In managing a change process, the participation of those who will have to change is essential. The vision of the practice and objectives of specific changes should be clearly articulated, which will help develop and nurture the team culture that is founded on a climate of trust and mutual respect. Developing a successfully shared vision requires that it meet the needs of the organization’s stakeholders and is adaptive enough to create competitive strategies within the organization.

References

 

Pink, D, H. (2009). Drive: The surprising truth about what motivates us. New York, NY: Riverhead Books.

 

Greenleaf, R. (2006). Servant leadership: A journey into the nature of legitimate power and

greatness. New York, NY: Paulist Press.

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Response

Hello Lilian, a vision is what one would want to create. Often, leaders formulate a vision, but they cannot create what they want by themselves. Employees are a crucial team in realizing an organization’s vision. Thus, effectively communicating a company’s vision to employees is vital. According to Nightingale, 2018, a vision serves as a motivating factor for staff in any organization, and they make their decisions based on the organization’s vision.  Communicating a vision, therefore, clarifies decisions because all decisions are oriented around the vision. Also, a shared vision eases the work of the leader, since decisions become decentralized. When the vision is communicated to the team, each member has a greater autonomy because everyone has a direction to where the organization heads. A leader should develop competency in communicating a vision.  Huffman (2013) cites that sharing a company’s vision should be done in a conversation approach where the leader inquires their employees on what support they require, their personal and group worries on challenges of implementing the vision, and reassuring them whenever they need reassurance.

References

Huffman, J. (2013). The role of shared values and vision in creating professional learning communities. Nassp Bulletin87(637), 21-34.

Nightingale, A. (2018). Developing the organisational culture in a healthcare setting. Nursing Standard32(21), 53-63.

 

 

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