Changes in an organization are inevitable, and a sign of the growth of the organization. The change may be influenced by external factors or the internal operations of a firm. For instance, an organization associated with information technology may keep changing due to the continuous changes in technology. Other factors that may lead to the constant changes in an organization include external factors that the organization has less control over, such as the increasing complexity of life and internal factors that can be controlled by the business. Leaders of a continuously changing organization need to respond appropriately to remain relevant. The response ranges from the adaptation of management styles aligned with the organization objectives and strategies, assessing how effective their management is, and making necessary adjustments to close the management gaps.
An effective leader adapts to leadership styles aligned with the organization changes, objectives, and strategies. From a theoretical standpoint, consideration leadership theories to lead such a constantly changing organization are crucial. Furthermore, leadership theories guide the tools and frameworks applicable to management for productivity in the organization. Among the theories relevant in the leadership of a continually changing organization is Lewin's change model. At its core, Lewin’s model of change divides changes into aspects of unfreezing, making changes, and refreezing (Lai, 2017). These aspects imply that the leader in charge of decision-making should call for change in numerous ways. These include modes of operation within the organization, development of ideas based on the new standards of operation, and setting new operations methods to align with the new situation. Furthermore, research indicates that organizations that have applied the Lewin’s model of change in their operations successfully manage the continually changing business environment (Lai, 2017). In addition to change, the company's coherence can be measured by McKinsey's seven S' model. This includes developing a strategy, structure, creation of systems, developing values and style for the organization, and employing more staff to suit the new changes' required skills. The focus on the organization’s staff and how they can be used as resources to help adjust the organization’s strategies to meet the introduced changes' requirements is crucial (Hussain et al., 2018). Among techniques that could be applied to staff members include creating a sense of agency, building a coalition amongst the employees to develop new strategies, managing any barriers, and achieving short-term goals that contribute to the strategic objectives.
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A leader is expected to consider diversity and inclusion in managing changes within the organization concerning effective leadership. Furthermore, organizations nowadays employ a diverse range of employees. The visionary management style would be best suitable for this continually changing organization. The rationale stems from the fact that the leadership style allows for inclusivity, such as the organization members, to participate in decision-making (Hussain et al., 2018). The leader's goal is to ensure that the members of the organization understand the company's goals and vision and the role of their teams. This approach will motivate the organization members to work towards the organizations’ changing ideals and create a team culture necessary to develop ideas essential to adapt to the changes. If the manager is expected to make decisions by himself, using a pacesetting management style will be appropriate (Martinsuo, & Hoverfält, 2018) . This leadership style provides the workers with a benchmark for their performance. These leadership approaches will be relevant because of their flexibility and adjustability to changing environments.
As a leader of a consistently changing organization, I would use the concepts of Lewin's change theory to adjust the operations of the business according to the change at a given time. For instance, if the company is a fashion house, the continuous change in fashion would need a consistent shift in production to meet the market demand. This will include changing the firm's operation strategy and consistently adjusting the principles of operation in the firm. In some instances, the old codes may be used to suit the new changes. This approach will be combined with the 7-s model. I would develop a new strategy that is in line with the organization’s operational market changes. For example, in a scenario where the organization is dealing with denim-skirts' fashion, I would provide tops to match and other pieces of cloth that would be complementary. This will influence the organization’s structure as the staff will have to shift into new dockets that are operational at the time. This approach will affect the organization’s style since it will not focus on the main trending cloth, but the complimentary item that would fill the market gap. The changes may also include training the staff to suit the new roles or employing more staff.
Implementation of the business's new strategies and approach would be presented to the employees through seminars and meetings. This would ensure that all the organization members understand its vision and align their actions with it. New ideas on how to meet set objectives would also be generated by brainstorming with the members. This approach would ensure that the organization members also own the project, consequently boosting their productivity. During the implementation of the ideas suggested, I would participate in the manual and practical work to set an example and a trend for the rest of the staff. Furthermore, leading the team in implementing changes and involving them in decision making ensures compliance with the new standards.
The outcome of implementing the leadership models and strategies would be measured by assessing the workers' productivity. Methods that can be used in the assessment of worker productivity include keeping records of daily productions. With time, the daily record will reveal the productivity trends. Besides a record of productivity, there would also be one with indicating goods sold. In their study, Aubry, & Lavoie-Tremblay (2018) , reveal higher productivity is characterized by high records of good sold and increased trends of productivity. Employees should also be issued to report any challenges they are likely to encounter with the newly implemented changes. This will allow for adjustments in the continually changing organization. For instance, if any of the machinery were faulty, they can be repaired or replaced to improve productivity. The records would also motivate the employees to work better and meet their set targets. On the other hand, the forms of supply would measure the organization's effectiveness in filling the market gap. If the employees' productivity is high, and the demand for the goods equal to the production, then the applied leadership method is effective, thus should be maintained . This approach of assessment will be applicable in the different settings of operation, therefore is effective. However, it can be adjusted if the organization’s changes do not fit into the assessment criteria adopted.
Using the visionary management style is advantageous to the organization because it motivates the employees to work towards common goals and provide solutions to identified problems on the market and in the organization. Besides, it also creates a team culture with fosters productivity in the organization (Aubry & Lavoie-Tremblay, 2018) . Pacesetting is also an iconic approach because it motivates the members of the team. Pacesetting again proves to the team that the change is manageable. However, setting specific goals for the group may cause them to overwork and burn out. In the event that they do not meet the set target, they would feel like failures, thus affecting productivity. The management models adopted also assume that change is unilateral and abrupt, yet it is gradual and keeps recurring. When applying the management models, I will ensure that as a leader, I focus on the continuous process of change and adjust the models to suit constant changes. I would also introduce standard measures for employees' productivity and approaches to motivate them if they do not meet the set standards.
In conclusion, leaders of a continuously changing organization need to respond appropriately to remain relevant. The response ranges from the adaptation of management styles aligned with the organization objectives and strategies, assessing how effective their management is, and making necessary adjustments to close the management gaps. Applying leadership theories and models that provide a logical framework of the organization’s management approach is crucial. As a leader, it would be expected that one ensures that their team members understand the organization's goals and the consistent changes to ensure that the team works towards the set strategic goal. The adopted models should be adjusted to suit the different scenarios, or new models adopted to ensure effective management. The theories adopted and models applied in leading the organization would be measured through standards that measure productivity. This would be used as a basis for analyzing the effectiveness of the management. Among the methods that could be adopted include assessing the employees' productivity through record keeping per work, customer satisfaction, and tracking whether the organization's goals have filled the market's targeted gap. A continuously changing organization should ensure that it consistently adjusts to the changes to retain its relevance in the industry and uphold productivity.
References
Aubry, M., & Lavoie-Tremblay, M. (2018). Rethinking organizational design for managing multiple projects. International Journal of Project Management , 36 (1), 12-26.
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge , 3 (3), 123-127.
Lai, P. C. (2017). The literature review of technology adoption models and theories for the novelty technology. JISTEM-Journal of Information Systems and Technology Management , 14 (1), 21-38.
Martinsuo, M., & Hoverfält, P. (2018). Change program management: Toward a capability for managing value-oriented, integrated multi-project change in its context. International Journal of Project Management , 36 (1), 134-146.
