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DQ: What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

LDR 615 Topic 2 DQ 2

DQ What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

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Hello class,

I believe that statement above is a true statement when it comes to individuals performing and being motivated to perform at their highest level. The feelings of individuals and their actions influence how they want to perform and grow in specific situations. When it comes to change it is a natural feeling to be scared and unsure of what the change will do to a company specifically. As a leader, the sole responsibility is to reassure the employee’s that this change is going to be a positive impact on the company. It’s is always important to make sure that you are in communication with your team to ensure that during times of change they are all kept in the loop. This will allow you as a leader to listen to their feelings and address any concerns that your employees or stakeholders may have.

According to Thomas (2018), organizational culture is defined as the various beliefs, values, assumptions, and interactive strategies contributing to an organization’s unique social and psychological environment. Positive working culture is developed when employees and employees share aligned values with each other and the organization. To ensure the success of organizational culture, the first step is for all employees and employers to clearly understand the organization’s values and the belief of the organization. Barriers caused by an organizational culture can cause nursing leaders to feel powerless, and one of those barriers is a negative environment. For example, having a facility or hospital poorly managed by administration personnel or having an administration team that does not communicate with front-line staff creates low workplace morale. When there is a negative environment created around front-line staff, there is a lack of production, increased call-outs, and high turnover rates. “Authority Is maintained centrally, reducing the effectiveness of front-line staff” (Jackson et al., 2021). Employees begin to feel excluded start to feel that the facility or hospital is not ensuring their beliefs and values stay aligned in the best interest of the patients.

Laurie K. Lewis, An Organizational Stakeholder Model of Change Implementation Communication, Communication Theory, Volume 17, Issue 2, May 2007, Pages 176–204, https://doi.org/10.1111/j.1468-2885.2007.00291.x.

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Topic 2 Summary

Wow! What a wonderful second week of class! I continue to enjoy how engaging and interactive the class is. I look forward to continuing this level of engagement in discussions moving forward.

To summarize, this week covered key elements regarding the concept and evolution of organizational development and change initiatives, including:

  1. Examined the connection between an organization’s mission and its change initiatives.
  2. Discussed the roles of leaders in the visioning process.
  3. Predicted the impact of change on internal stakeholders at the various levels of the organization.

Again, thank you for your contribution to our discussion forums for Week 2. I look forward to continuing our discussion as we move into Topic 3.

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Organizational vision and mission can provide sense of purpose and possibly establish the reason creation of an organization. It is important for organizations to have a vision and enthusiasm to be able to establish long- and short-term goals. Having a vision and enthusiasm also creates motivation among stakeholders.

Leaders trying to create change within an organization must have a great vision as part of their strategy. The leader’s focus is to create the vision that will be able to keep the audience engaged and excited. It is important that the vision incorporates the organizational values, so the stakeholders can understand and support. The vision also provides a strategic road that the organization should follow to achieve its goals. A leader’s role must be able to incorporate a sense of fairness, honesty, and humility.

Leaders must understand that change will be difficult, and stakeholders will be affected differently. That is why it is so important to encourage the stakeholders to take ownership in the change. Some stakeholders will be confused, scared, shocked, frustrated, or indifferent that is why it is extremely important for efficient and constant communication. Stakeholders need to feel that they are being involved and part of the decision making. Leaders must be able to manage change from the start of the planning process and involve the team in that process and by doing so it will create a huge impact on the organizational change.

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References

Forbes. (2020). How To Smooth The Process Of Change In Organizations. https://www.forbes.com/sites/forbeshumanresourcescouncil/2020/02/12/how-to-smooth-the-process-of-change-in-organizations/?sh=1ed01d4cf516

Some people are affected or get excited by emotion. That is why it is so important for leaders to show their employees all the positive

DQ What responsibility does a leader have to honor stakeholder concerns when feelings are the primary basis for the concerns
DQ What responsibility does a leader have to honor stakeholder concerns when feelings are the primary basis for the concerns

reasons to make the change and trigger their emotions. Some people get mentally stimulated by logic, but logic is not enough to be able to make the change possible. Organizations must be able to recognize that emotion “feelings” and logic work hand in hand. Even though logic can prove that making a change can be beneficial an employee’s response to change can be anything but logical. Employees find change scary because they worry about the unknown, it causes anxiety about job security, failing in their new role or losing control in their new environment. This is where the organization must be able to reprogram their employees by planning, providing honesty, self-reflections, enthusiasm, commitment, ownership, and constant communication to their stakeholders. The organization must find a way to foster the change in a manner that demonstrates the long-term success to all stakeholders when incorporating the change and touching on their emotions. Organizations must be able to address concerns about how the change is going to positively impact what they are doing, how it is being done and reduce the amount of resistance. By clarifying the vision of the new organizational culture will provide each stakeholder a sense of belonging and ownership in the organizational change. Both thinking and feeling are necessary and present in successful organizations.

References

Kotter, J. P. & Cohen D. S. (2002). The heart of change: Real life stories of how people change their organizations. Harvard Business Review Press.

The Need for Change Management. (2015). Managementstudyguide.com. https://www.managementstudyguide.com/need-for-change-management.htm

Healthcare organizations have gone through a transformation in the last twenty years, improving efficacy and safety (Maijala et al., 2018). Successful implementation of organizational changes or growth is attributed to strong leadership and managerial skills. Although, at times, sometimes change is necessary to keep up with the current market, employees want to know why is it happening and how will it affect them? It is understandable why some people get a surge of emotions, and leadership must be able to address those feelings.

Reference:

Maijala, R., Eloranta, S., Reunanen, T., & Ikonen, T. S. (2018). Successful implementation of lean as a managerial principle in health care: A conceptual analysis from Systematic Literature Review. International Journal of Technology Assessment in Health Care34(2), 134–146. https://doi.org/10.1017/s0266462318000193

Thank you for responding to my post. I do agree with you that in the last twenty years or more, healthcare organizations have gone through transformation to be able to deliver a better healthcare system to their patients. I also agree with you that to transform an organization there must be strong leadership that own incredible skills. I am sure in some way all of us have been affected by COVID-19. It is amazing how rapidly the healthcare system had to acclimate and restructure certain systems to keep our patients and stakeholders safe while trying to provide quality of care. The pandemic brought healthcare to a time where rapid change was necessary. Unfortunately, sometimes change happens without the approval of employees due to the urgent situation. Sometimes those rapid changes are confidential until the final plan of attack is released to all employees. Sometimes making those rapid decisions can affect the moral of employees and causing employees to be less productive. It is important for leadership to understand that some employees go through a grieving process.

References

McDowell, C. (2016, March 14). How Do Emotions Impact both Leaders and Employees During Change? https://www.changemanagementreview.com/how-do-emotions-impact-both-leaders-and-employees-during-change/

Thank you for the great and informative post in reference to this matter. I really enjoyed your insight. One thing you mentioned was the effect of emotion in organizations. One thing Ive noticed in leadership and emotions is that some people cannot separate themselves from their emotions, which makes for bad decision to be made. Ive always thought of every scenario as such, there are three side to every story, my side, your side, and the truth. This is due to the distress and warping of the event due to emotion.

Leaders are responsible for honoring stakeholder concerns, especially when feelings are involved, as building trust is essential during change (Klotter & Cohen, 2002). During organizational development, positive change occurs, along with increasing motivation, trust, and honesty. The leadership vision and team motivation create engagement among the stakeholders. Strong team engagement is essential as all stakeholders must provide input to create actions moving forward. Klotter & Cohen (2002) agree that influencing seeing, feeling, and changing build motivation among stakeholders. When the team is seeing, there is recognition of a problem. When the team is feeling, it shows a good sense that the team can work together through the problem. Successful change with organizational development thrives when the stakeholder defines the changes and leaders manage the process (Bushe & Nagaishi, 2018).

In my healthcare setting, our patient and family advisory council (PFAC) has strong ties to leadership support since the hospital was built fifteen years ago. This council’s engagement and feedback as stakeholders continue to make a difference regarding the patient experience. The PFAC representatives are patients and family members who have utilized our services and provided a voice to ongoing hospital and system changes. With the vision of our CNO and engagement from the PFAC council, many changes were made. Hospital signage, parking lot security boxes, and privacy glass within the entrance to the hospital are in place today due to their passion and engagement.

References:

Bushe, G. R., & Nagaishi, M. (2018). Imagining the future through the past: organization development isn’t (just) about change. Organizational Development Journal, 36(3), 23-36. ISSN: 0889-6402

Kotter, P., & Cohen, D. S. (2002). The heart of change: Real-life stories of how people change their organizations. Boston, MA: Harvard Business Press. ISBN-13: 978-1422187333