The Communication Role Of Leaders In Organizational Change Assignment

Introduction

Organizational change is an intricate and difficult process that requires effective leadership and communication to achieve successful outcomes (Schein, 2010). Leaders play a vital role in communicating the vision, goals, and strategies of change to their followers and stakeholders, as well as addressing their emotions, concerns, and feedback. However, not all leaders communicate in the same way, and different communication styles and strategies may have different effects on employee trust, engagement, and openness to change (Blau, 1964). This essay aims to critically review two articles that explore the importance of a leader's communication in an organization going through transformation, and go over their primary arguments and important issues in relation to broader leadership theories and concepts.

Galbraith (2018) is based on the author’s experience as a senior consultant at a global management consulting firm, where he has supported various organizational change initiatives for clients across industries and sectors, it relates to the role of leader’s communication during an organizational change by providing practical advice and examples on how to explain the rationale and vision behind the change initiatives. He asserts that leaders need to explain not only what changes are happening, but also why they are happening, in order to help employees, understand and embrace the change. Explaining why changes are happening can reduce employee resistance, increase ownership and commitment, and enhance trust and engagement. He offers 4 key elements to help employees understand change which are: 1) inspiring them with a compelling future vision; 2) keeping them informed; 3) empowering them by including them in the change process; and 4) acknowledging their feelings and concerns by demonstrating empathy and support.

The article by Yue, Men, and Ferguson (2019) on the other hand, relates to the role of leader’s communication during an organizational change by examining the effect of transformational leadership and transparent communication on cultivating employee trust and openness to change. The authors propose a theoretical model that links transformational leadership, transparent communication, organizational trust, and employee openness to change. They argue that transformational leaders can enhance employee trust by demonstrating charisma, vision, intellectual stimulation, individualized consideration, and honesty in their communication. They also contend that transparent communication can foster trust by providing accurate, timely, relevant, and consistent information about the change process and outcomes.

The authors test their model using a random sample of employees (n=439) in the United States who have experienced an organizational change event in the past year. They measure the variables using established scales and conduct structural equation modeling to analyze the data. The results support their hypotheses and show that both transformational leadership and transparent communication are positively associated with employee trust, which in turn influences their openness to change. They also find that trust partially mediates the relationships between transformational leadership, transparent communication, and openness to change.

They then discuss the theoretical and managerial implications of their findings. They suggest that their study contributes to the literature on change communication, organizational trust, and transformational leadership by demonstrating the interplay and impact of these factors on employee attitudes and behaviors during change. They also provide practical recommendations for leaders and communicators to enhance trust and openness to change among employees by adopting transformational leadership behaviors and transparent communication strategies.

From the above, I agree with what the authors are saying, as I think they provide valid and convincing arguments and evidence to support their claims. I also think their findings are consistent with my own professional experience as a leader and a communicator during organizational change. I agree with (Galbraith 2018) that leaders need to explain not only what changes are happening, but also why they are happening, in order to help employees, understand and embrace the change. I have experienced this firsthand when I led a team of consultants to implement a new software system for a client. The client’s employees were initially resistant and skeptical about the change, as they did not see the need or the benefit of the new system. I realized that I had to communicate not only the features and functions of the new system, but also the reasons and goals behind the change. I explained how the new system would improve the efficiency, quality, and customer satisfaction of their work processes, and how it aligned with their organizational vision and values. I also shared some success stories and testimonials from other clients who had adopted the same system. By doing so, I was able to motivate them by giving a compelling future vision, keep them informed by providing regular updates, and empower them by involving them in the change process, and acknowledge their emotions and concerns by showing empathy and support (Kotter, 1996).

In the same accord, I agree with Yue, Men, and Ferguson (2019) that transformational leadership and transparent communication can cultivate employee trust and openness to change. I have witnessed this when I worked as a project manager for a non-governmental organization that underwent a major restructuring and rebranding. The organization’s leader was a transformational one so, (Bass & Riggio 2006) he communicated the change vision and goals clearly and passionately, encouraged creativity and innovation among his followers, recognized their strengths and achievements, addressed their needs and expectations, and admitted his mistakes and limitations. He also communicated openly about the change process and its outcomes, giving accurate, timely, relevant, and consistent information about the reasons for the change, its benefits, challenges, risks, and progress. He also welcomed feedback and input from his followers and other stakeholders, and swiftly and respectfully answered to their inquiries and concerns. As a result, he was able to instill trust in his followers, which influenced their willingness to change (Sinek, 2009). Because they felt valued, respected, and participated in the change process, they were more willing to accept and support the change initiatives.

To support the idea that leaders need to explain why changes are happening, I can refer to the golden circle model by Simon Sinek, which contends that people are more inspired and motivated by the purpose (why) of an organization or a leader than by the process (how) or the result (what), can be used to support the premise that leaders need to explain why changes are taking place. According to Sinek (2009), leaders who start with why may develop a devoted following and make a significant effect. For the idea that transformational leadership can enhance employee trust, the trust equation by David Maister, Charles Green, and Robert Galford (2000), which proposes that trustworthiness is composed of four elements: credibility, reliability, intimacy, and self-orientation. The equation suggests that trustworthiness increases when credibility, reliability, and intimacy increase, and when self-orientation decreases. Transformational leaders can demonstrate high credibility, reliability, and intimacy by being honest, consistent, and caring in their communication. They can also show low self-orientation by focusing on the needs and interests of their followers rather than their own. To support the idea that leaders should tailor their communication style and content to different audiences and situations, I can refer to the situational leadership theory by Paul Hersey and Ken Blanchard (1988), which claims that there is no single best approach to lead, but rather a leader should adapt his or her style depending on the maturity level of the followers and the task at hand. Hersey and Blanchard identify four leadership styles: directing, coaching, supporting, and delegating. Each style corresponds to a different combination of task behavior (the amount of guidance and direction provided by the leader) and relationship behavior (the amount of socio-emotional support provided by the leader). The theory suggests that leaders should use different styles for different situations, depending on the readiness level of the followers To apply the theory, research, and model in the role of leadership to improve my practical leadership capabilities I can use the golden circle model by Simon Sinek to communicate the purpose, process, and product of any change initiatives that I lead or participate in. I can start with why by explaining the vision, values, and goals behind the change, then move to how by describing the strategies, actions, and plans for the change, and finally end with what by demonstrating the results, benefits, and outcomes of the change (Yukl, 2013). By doing so, I can inspire and motivate my followers and stakeholders to support and embrace the change.

Then the trust equation by David Maister, Charles Green, and Robert Galford to assess and improve my trustworthiness as a leader and a communicator. I can increase my credibility by being honest, accurate, and knowledgeable in my communication. I can increase my reliability by being consistent, dependable, and accountable in my communication. I can increase my intimacy by being empathetic, respectful, and caring in my communication (Yukl, 2013). I can decrease my self-orientation by being humble, curious, and attentive in my communication. By doing so, I can build trust and commitment among my followers and stakeholders during change.

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