MOD009199 Leadership Change Management Assignment

Introduction Of MOD009199 Leadership Change Management Assignment

The change management and leadership are inseparable in the journey of navigating transition in the organisation. Effective leadership sets the guides, inspires, direction to the organisation. While the change management offers the framework for sustaining and implementing the change (Leadership and Change Management, 2023). By understanding the leadership role in the change management, remaining adaptable and resolving resistance. The organisations might effectively navigate the complex landscape of the change. The leadership play a key role within the organisational success within the health and social care sector. The capability to effective guides the teams via high pressure and complex plays a key role. The report will delve into the evaluating the effectiveness and applicability of the stakeholder engagement framework. Moreover, it will demonstrate on learning in reference to the specific skills, leadership theory, characteristics, behaviours and traits.

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Task 1: Effectiveness of Stakeholder Engagement in Organisational Change in Health and Social Care

Understanding stakeholder engagement framework:

Stakeholder identification: The first step of SEF framework is stakeholder identification. This mainly determines who the stakeholders are and their sub grouping. SEF is developed to manage expectations, communicate with and identify parties impacted through organisational change. This mainly incorporates key stages, involving the feedback incorporation, communication, prioritisation, analysis and stakeholder holder identification. By implementing the framework makes sure that the developing the initiatives of successful change, decreasing resistance and voices are heard. When combines with the effective model of mendelow, this focuses on the reinforcement, coalition building and urgency. This can boost the engagement via the process of change (Mendelow's Matrix, 2024). For instance, failure to understand the major stakeholders like as doctors and nurses at the time of EHR application cab increase chances of Inefficiencies.

• Stakeholder analysis: This refers to understand and identify the levels of impact of change and influences of the stakeholders.
• High power, high interest: These are considering as the major players of the organisation which involves the regulatory bodies and experts or seniors in health care sector.
• High power, low interest: These are in category of “Keep satisfied”, this aim to increase fully engagement like as policy makers and members of policy boards.
• Low power, high interest: (keep informed): Mainly inform the individuals and talk to them in order to assure about the no major issues are occurring like as patients, nurses.
• Low power, low interest: (Monitor): These demands for less monitoring, stakeholder groups with the excessive communication such as minimal involvement of the major suppliers.

Importance of stakeholder analysis: The stakeholder analysis play a key role within the health and social care sector for effectively understanding the stakeholders who can affect the project at early stages. This is significant so these relationships can be enhanced to offer help in obtaining the participation and buy-in as well. For example, nurses and doctors carry high interest with the medium power. These need developed strategies for the communication to assure about the resolving issues at the time of EHR application.

Engagement planning: The engagement plan refers to outline set of specific public participation strategies and specific outreach with the assigned timeline and roles for the reoccurring and new projects. This will impact the overall health and social care sector. This plays a key role, by including community representatives, offering any needed support. This helps to encourage the flow of suggestions and ideas, resulting within the sustainable, robust and engaged outcomes (Momanyi, 2022). In context to the hospital setting, the various methods for engagement might be utilised. The training and workshop sessions might be provides to the new health care staff and frontline staff to adopt the change. The ongoing meeting can be effective to makes sure about the organisational goals alignment with the team work. The pilot testing permits the health professional to focus on the new changes and test of systems before applying them wholly.

Implementation and feedback: This phase includes the gathering feedbacks and application of changes increase development and evaluate the effectiveness Implementation needs to be offered via the stakeholder development and regular evaluation. Feedback loops like as interviews and surveys after the change implementation with the workers who are affected. For NHS introduced the Care, data initiative, this focused on the records of patients to boost effective services. The transparent engagement is significant to achieve trust of public within the health care.

Evaluation and continues development: The final stage of SEF framework is based on the ongoing development. This plays a significant role for the affected health care workers and increasing continues development. For instance, training of the EHR systems for the care workers is important. The Australian government introduced my health record system, initially faced the clinical resistance because of the concerns related to the work flow integration and usability.

Effectiveness and applicability of SEF in the health care: In the sector of health and social care includes the regulatory bodies, policymakers, administrators, healthcare professionals and patients (Jabri, 2018). This plays a major role within maintaining the different interests, making sure that the changes lines up with the legal compliance, operational effectiveness and patient care quality. For instance, NHS focuses on the SEF within the effective health care management.

Developed transparency and communication: The major SEF’s strengths are its focus on the consistent and clear communication. At the care of application of the effective EHR system, the different stakeholders like as IT staff, nurses and doctors. These required understanding how novel system would put impact on the workflow. The effective SEF smoothes structured dialogue via developing buy-in, decreasing misinformation, feedback loops, workshops, regular meetings. The model of ADKAR emphasises on the knowledge and awareness supports the stage via making sure about the stakeholders can understand the change requirement (ADKAR Model, 2024).

Enhanced Buy-in and stakeholder collaboration: An engagement framework which is well executed boosts the collaboration, motivating the stakeholders to have change process’s ownership. For example, the health care workers of frontline are mainly accept the systems of EHR if they effectively included within the customisation and selection procedure. Early engaging the stakeholder help in resolving the concerns, this is resulting in fewer patient care disruptions and higher rates of adoption. The Lewis’s model, the phase of unfreezing lines up with the approach via it is encouraging the stakeholder for overall shift (Lewin’s Change Management Model, 2023).

Resistance to change mitigation: The resistance is mainly the common issue within the change management in healthcare. The overall SEF offers the effective structured strategies to resolve the oppositions via stakeholders categorising related to the support and influence level (Hayes, 2014). The proactive engagement offers help in tailoring the communication strategies and indentifying the concerns earlier to various stakeholder groups. The model of kotter’s boosts the change via developing momentum and early wins to sustain the change.

Compliance with the ethical standards and regulatory: The sector of healthcare is mainly demanding for compliances with polices and highly regulated. The policies based on the clinical protocols, data security and patient confidentiality. The SEF makes sure that each regulatory bodies might engaged within the change discussions, making sure about the ethical and legal guidelines adherences. This is also decreasing the non compliance risks as well.

Limitation and challenges of SEF: The framework provides the major benefits but this also offers the challenges.

Resource heavy process and time intensive: Engaging stakeholders needs the considerable effort and time; this might slow down the process of change application. Within the healthcare’s fast paced environment, in which the immediate choices are needed, the processes of prolonged engagement can affect the effectiveness. For instance, At the EHR systems integration, the extensive consultations can affect the service delivery, patient care and delay the deployment. The model of kotter can reduce this via focusing on the wins based on short term to manage the momentum.

Conflicting stakeholder interests: Within the overall sector of health and social care, the various groups of stakeholder have different conflicting priorities. The administrators can emphasise on the cost effectiveness whole the doctors can prioritise the effectiveness. The patients might be concerned related to the data privacy the teams of IT focuses on the system functionality (Schein, 2004). Managing the different interests might be needs compromise skilled negotiation and can be complex.

Risk of stakeholder fatigue: The frequent meetings and excessive consultations can lead to the fatigue stakeholder. In this the participants can be indifferent and disengaged to the overall process of change. It can be mainly challenging within the healthcare projects for long term, in which the ongoing engagement is important.

Difficulties within measuring engagement effectiveness: Evaluating the impact of the efforts of the stakeholder engagement is mainly subjective. This is crating it more challenging to successfully quantify (Mansaray, 2019). The existing feedback mechanisms the engagement strategies’ might vary, various stakeholders can feel mainly unheard apart from the structured efforts.

Application of EHR system (Electronic health records): The SEF’s applicability, the application of the system of EHR within the public hospital. The overall shift put impact on the different stakeholders, involving the IT personnel, administrative staff, nurses and physicians. The hospital focuses on the stakeholders focuses on the interest level and influence. The nurses and physicians are mainly focuses on the stakeholders because of direct interaction along with system. In this the financial officers and policymakers are included within the budgeting and compliance. The ongoing feedback loops and training sessions are developed to makes sure those stakeholders can feel informed and involved.

Positive and negative impacts of SEF for the change managers: SEF developed the collaboration and trust of stakeholders and also leading the effective and smoother application. This also helps in reducing resistance via focusing on the early stakeholder perspective which can be helpful and effective (Bagga et al, 2023). This also boosts the compliance with the policies and health care regulations. It can facilities the sustainability based on the long term for the change via developing the regular engagement. On the other hand, the process can be delay within critical decisions and time consuming for the change manager. The overall engagement fatigue might be lead to reduce the over time participation. The process needs the skilled personnel and resource intensive to maintain it efficiently.

Task 2: Reflection on the authentic leadership within the healthcare management

The leadership play a major role within the organisational success mainly within the sector of health care. In this the capability to guide teams via high pressure and complex situations is important. The authentic leadership is developed by the internalised morale perspective, balanced processing and transparency in self awareness. Unlike the autocratic and transactional leaders emphasises on the control and short term objectives. The authentic leaders boost the effective and supportive environment via focusing on the genuine connections, ethical behaviour and trust with the teams. The leadership style mainly effective within the overall healthcare, in it the team cohesion and patient care quality are important.

• Key traits and characteristics of the authentic leader: The Authentic leader focused on the different traits which set them effectively apart.
• Consistency and reliability: The leader focuses on the consistency within the overall decisions, gaining the respect based on the long term from the workers.
• Ethical and moral leadership: They focuses on the decision making based on ethical and lines up core values with their actions.
• Balanced processing: These emphasise on different viewpoints before gaining the decisions.
• Relational transparency: They can boost the trust in the teams and increase the overall open communication.
• Self awareness: They effectively understand the values, weaknesses and strengths; this is leading to the integrity.

To Reflect on my own experience, utilising the Gibb’s, this is based on the six stages. The key stages are description; feelings, evaluation, analysis, conclusion and action plan (Gibbs' Reflective Cycle, 2024).

Personal reflection: Working within the health care sector, I mainly developed major influence of the leader might have on the organisational culture and individual performance from the past experience. The major manager focused on the effective qualities of the authentic leadership via developing the positive work environment, listening the concerns of staff and managing the transparency (Scott et al, 2003). The individual mainly focuses on the skills like as transparency, integrity and self awareness as well. The capability to focuses on the limitation and personal strengths while developing the open dialogue. I felt empowered and valued in my role. The major experience was related to the challenging period at the time when the overall team faced the staff shortage. Apart from authoritative decision making resorting, the leader focuses on the open discussion. This is mainly permitting every team member to effectively voice the suggestions and concerns.

The authentic leadership’s influence has mainly developed my growth professionally. I mainly focus on transparency which mainly inspires me to adopt the similar approach. Due to it I was capable to increase my interaction with the patients and colleagues. By following the Gibb’s reflective cycle, during the experience, I learned about the significance of empathy qualities, honesty and clear communication. By focusing on the different behaviours, I have developed the effective professional relationships. This is mainly leading to the effective and better teamwork.

Another example related to my experience has been related to the application of the novel digital system for the record keeping at my past organisation. The staff members have been resisting shifting because of the system’s unfamiliarity. As per the Gibb’s model, my leader focus on the authentic approach via effectively acknowledging the challenges and concerns associated with the change. Instead of change enforcing without the discussions, team effectively heard the feedback, offered the training sessions. This makes sure that the effective implementation of the change within the organisation.

Reflecting on my past experiences related to the various leadership styles, I mainly focus on contrast among the hierarchical approaches and authentic leadership. In my previous roles, Initially, I worked with the leaders with the transactional style. This is emphasised solely on the effectiveness and performance metrics. This mainly lacked the morale consideration and personal connection which define the effective and authentic leadership.

 Positive impact of authentic leadership: I observed that the capability of leader to boost the open communication and trust expectations can create the workers feel motivated and valued. By developing the shared decision making culture, the leader can make sure that the each team member can effectively contributed in the patient care. The leader consistently focuses on welfare of patient over the pressures of bureaucratic, developing the ethical standards within overall organisation (Faupel and Süß, 2019). At the time of shortage of staffing, the transparent and calm approach of leader reassured the overall team, managing the morale and securing the burnout. The leadership effectively is not related to authority but this is about the sustainable and positive work environment. Via focusing on the authenticity principles within my approach, the main aim was to contribute to the culture of ethical decision making, communication and trust. The effective authentic leadership mainly has the inclined my professional and personal growth but also boost my effective commitment to the leader.

Negative impacts of the authentic leadership: The authentic leadership also has the different challenges as well. A focus on the effective transparency might increase the burden on the workers with the information excessiveness. This mainly leads to the issues and uncertainty as well. By managing the different perspectives can slow down the overall decision making within the situations of urgency (Sancak, 2023). The leaders can offer trust within the members of team, this might lead to inconsistencies in the performance if the overall accountability cannot enforced. The major negative aspects are that this refuses to acknowledge the imperfection of the individuals and seeks major core and true self (Yue et al, 2019). This can hampers the subjectivity to the followers and leaders both. The authentic leader faces the issues in adapting the different situations within the health and social care.

Authentic leadership within wider organisation: over personal interactions, this leadership carries the major impact on the culture of organisation. The leadership boosts the authenticity; the workers are likely to be line up with values and mission of organisation (Atasoy, 2020). This is developing the job satisfaction and decreasing turnover as well. For instance, the institutions of healthcare which is led via the authentic leaders can effectively experience the developed outcomes of patient. This is due to higher accountability and staff morale as well. Via integrating the principles of authentic leadership, the organisations might make ethical and supportive work environment which can benefit the patients and workers as well.

Challenges within applying the authentic leadership within the health care: Apart from the benefits, effectively adopting the approach of authentic leadership within the healthcare comes with the challenges. The environment of high pressure, change resistance and bureaucratic constraints can limit the overall effectiveness of style in leadership. On the other hand, the training program emphasised on the self awareness, ethical decision making and emotional intelligence might offer help to leaders in sustain and develop the authenticity within the roles.

The authentic leadership mainly boosts the management of healthcare via developing the team cohesion, ethical decision making and increase trust (Van Wart et al, 2019). The authentic leader effective influence resilience, collaboration and employee engagement, these play a key role. On the other hand, the challenges like as delays in decision making and emotional vulnerability can be effectively managed (Momanyi, 2022). Through applying and understanding the authentic leadership’s principles, the organisations within the health care might develop the culture of excellence and integrity. This is mainly developing the outcomes of patient care and well being of workers. Via my overall experience, I focused on the authentic leadership’s profound impacts on the organisational culture and individual development. The effective qualities related to the trust building, ethical decision making, transparency and self awareness have developed my overall experience. This has shaped the aspirations in my leadership and helped in stay motivated. Moving forward, my major aim was to integrate the effective principles within my overall professional journey. This mainly prioritises the compassionate care, collaboration and integration as well.

Consclusion

Conclusively, it states that the strong leadership and effective change management are important for the effective organisational success in the healthcare. The SEF (Stakeholder engagement framework) plays a major role within managing the change in organisation. This is via developing the stakeholder buy in, collaboration and communication as well. This mainly combined with the different models of change management like as ADKAR model, Lewin’s change model and kotter’s 8 step model. The framework is an effective tool within making sure about the regulatory compliance and reducing the resistance. On the other hand, the limitation, like as engagement fatigue, conflicting the priorities of stakeholder and resource intensiveness. This needs to be effectively maintained to manage the effectiveness as well. The authentic leadership is instrumental within developing the effectiveness and culture of organisation within change.

REFERENCES

Books and journals

• Atasoy, R., 2020. The Relationship Between School Principals' Leadership Styles, School Culture and Organizational Change. International Journal of Progressive Education, 16(5), pp.256-274.
• Bagga, S.K., Gera, S. and Haque, S.N., 2023. The mediating role of organizational culture: Transformational leadership and change management in virtual teams. Asia Pacific Management Review, 28(2), pp.120-131.
• Faupel, S. and Süß, S., 2019. The effect of transformational leadership on employees during organizational change–an empirical analysis. Journal of Change Management, 19(3), pp.145-166.
• Hayes, J. 2014. The Theory and Practice of Change Management (4th Ed). London. Palgrave Macmillan.
• Jabri, M. 2018. Managing Organizational Change: Process, Social Construction and Dialogue. (2nd Ed). London. Palgrave.
• Mansaray, H.E., 2019. The role of leadership style in organisational change management: a literature review. Journal of Human Resource Management, 7(1), pp.18-31.
• Momanyi, C., 2022. Antecedents of Change Management Determinants on Operational Efficiency of Public Universities in Kenya. Journal of Strategic Management, 6(6), pp.155-173.
• Oreg, S. and Berson, Y., 2019. Leaders’ impact on organizational change: Bridging theoretical and methodological chasms. Academy of Management Annals, 13(1), pp.272-307.
• Sancak, I.E., 2023. Change management in sustainability transformation: A model for business organizations. Journal of Environmental Management, 330, p.117165.
• Schein, E. H. 2004.Organisational Culture and Leadership. 3rd ed. San Francisco; Jossey-Bass.
• Scott, T.I.M., Mannion, R., Davies, H.T. and Marshall, M.N., 2003. Implementing culture change in health care: theory and practice.International journal for quality in health care,15(2), pp.111-118.
• Van Wart, M., Roman, A., Wang, X. and Liu, C., 2019. Operationalizing the definition of e-leadership: identifying the elements of e-leadership. International review of administrative sciences, 85(1), pp.80-97.
• Yue, C.A., Men, L.R. and Ferguson, M.A., 2019. Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust. Public relations review, 45(3), p.101779.

Online

• ADKAR Model, 2023. Online. Available through https://blog.udemy.com/adkar-change-management-model/?utm_source=adwords&utm_medium=udemyads&utm_campaign=Search_DSA_GammaCatchall_NonP_la.EN_cc.India&campaigntype=Search&portfolio=India&language=EN&product=Course&test=&audience=DSA&topic=&priority=Gamma&utm_content=deal4584&utm_term=_._ag_166578677881_._ad_700948726520_._kw__._de_c_._dm__._pl__._ti_dsa-1456167871416_._li_9298714_._pd__._&matchtype=&gad_source=1&gclid=EAIaIQobChMIjO2J-_DTiwMVwF0PAh1EUCErEAAYASAAEgJJgPD_BwE
• Gibbs' Reflective Cycle, 2024. Online. Available through <http://reflection.ed.ac.uk/reflectors-toolkit/reflecting-on-experience/gibbs-reflective-cycle#:~:text=One%20of%20the%20most%20famous,analysis%2C%20conclusion%20and%20action%20plan>
• Kotter’s 8 Steps for Leading Change in Organizations, 2023. Online. Available through https://economictimes.indiatimes.com/jobs/c-suite/leadership-and-change-management-navigating-organizational-transitions/articleshow/104630912.cms?from=mdr
• Leadership and Change Management, 2023. Online. Available through https://economictimes.indiatimes.com/jobs/c-suite/leadership-and-change-management-navigating-organizational-transitions/articleshow/104630912.cms?from=mdr
• Lewin’s Change Management Model, 2023. Online. Available through <hhttps://www.tsw.co.uk/blog/leadership-and-management/lewins-change-model/#:~:text=Lewin%20developed%20a%20model%20in,are%20Unfreeze%2C%20Change%20and%20Refreeze>
• Mendelow's Matrix, 2024. online. Available through <https://www.professionalacademy.com/blogs/mendelows-matrix-marketing-theories/>