A511.6.3.RB - Meaning

A511.6.3.RB - Meaning

Gaining Support

As a leader and a follower of leaders, I understand change is inevitable because working environments are often in flux and can be driven by a senior leader, organizational policies, regulations, and laws.  Today, leaders are often tasked with convincing followers or senior leaders to follower their vision and direction.  How a leader accomplish the task is often the most difficult. The hardest task in creating a cause or meaning in a vision or direction is the gaining the buy-in from subordinates, senior leaders, and sometimes elements (peers) in order to meet expectations and intent of the proposed task.  Without buy-in of those affected by new ideas or changes within the workplace, success is unlikely.  Leaders who understand “efforts to implement major change in an organization are unsuccessful, and resistance to change is a major reason for failure (Yukl, 2013, pg 80),” the better off they are.  I believe a leader must identify the “cause” or ‘meaning of the task at hand then develop supportive reasoning for the direction the leader wants them to go.  When leaders “tap into the unique desires and values of individuals engage people’s hearts as well as their heads and hands, (Ulrich, 2010)” the leader will gain the support they need to accomplish their tasks.

Create and Maintain Support

Within the military there is often leadership turnovers, with the turnover comes changes, personal preferences, and beliefs.  A good supporting staff takes note of the changes and develop ways to implement change without creating a negative impact to the organization. The most difficult impact to an organization is a change in senior leadership, especially when the new senior leader is inexperienced in the position. Organizational staff leaders understand “Even the people who initially endorse a change will need support and assistance to sustain their enthusiasm and optimism as the inevitable difficulties and setbacks occur (Yukl, 2013, pg 84).” Good staff leaders make the effort to curtail the negative impacts of a bad senior leader by maintaining a strong relationship with subordinates and gaining support for the new directions they are given. A good senior leader takes a few months to analyze a new organization, taking notes of the positive and negative operating procedures and administration policies.  Then slowly over the course of six to twelve months create the “meaning” of their mission and organizational direction.  Any leader, who fails to take a comprehensive approach, organizational analysis, and personnel development, will often meet resistance and untimely fail.

The Leaders Role

A role-centered approach is the best route a new leader should take when they want to institute changes and creating meaning or purpose within their organization. A leader should consider the long-term goals of an organization and how it impacts subordinates, their workflow, the day-to-day operations, and longevity of the organization.  Through a subordinate developmental program, a leader will help garner their support, understanding, and dedication their over time. If a leader strives to “promote positive work environments through attention to characteristics like humility, selflessness, order, and openness, (Ulrich, 2010)” within the workplace, they will be successful. In addition to the subordinates, there are external components such as lenders, suppliers, and logistical supporting elements that can benefit from understanding that an organizational stance and goals.  This will help curb turbulent situations when they arise especially during times were a situation “involves a prolonged transition period of adjustment, disruption, and dislocation (Yukl, 2013, pg 84).” There is a leadership balance that must be maintained in order for their vision and direction to take hold in their organization.

Reference

Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, New Jersey: Pearson Education, Inc.

Ulrich, D., Ulrich W., 2010, Harvard Business Review, Leadership: Getting Beyond Engagement to Creating Meaning at Work.  https://hbr.org/2010/06/getting-beyond-engagement-to-c