Introduction
Change management is the modern method of implementing innovative developments and concepts to increase the capacity of companies and enhance the productivity of employees. Depending on the type of leadership supported in a particular group, it is possible to come to both significant achievements and misunderstanding on the part of subordinates. Applying topical managing principles and assessing the perspective of dominance objectively are valuable mechanisms in the formation of a stable and high-performing team of specialists.
Dominant Image of Change Management
The assessment of leadership styles is, as a rule, individual since the opinions of the participants in the workflow regarding the optimal type of leadership may differ significantly. Change management involves following one chosen strategy, and the leader’s role is dominant and key. Nevertheless, it is unlikely that all the members of the team will have identical views on this image. According to Hayes (2018), the phases of transition from one type of management to another one can pursue different goals, and for each employee, the final phase looks different. Therefore, despite the evaluation of dominance as the natural stage of development, the image of the leader of this format is perceived individually.
Dominant Leaders’ Prospects for Success
In case leaders follow their dominant management style relentlessly, it may have more positive consequences than negative ones. Changes imply adaptation to new working conditions and, as a result, the reorganization of various customary aspects. Any relaxation and uncertain actions are fraught with the violation of the holistic picture of innovation, and the outcomes of work may be unexpected. Moreover, if a certain manager constantly changes the types of control over the company’s activities, it will affect his or her reputation among subordinates adversely. Therefore, change leaders are more likely to be successful if they remain faithful to their dominant style.
Application of Different Images
An ability to use different leadership images is a valuable condition for successful change management. Hayes (2018) remarks that an opportunity to adjust behavior by current working needs contributes to creating a productive environment. Those leaders who apply various monitoring and evaluation strategies have a high chance of gaining credibility among subordinates and making successful changes since, at different stages, distinctive management practices may be required. Therefore, the diversity of a control style is key to quality work.
Tendencies in Management Approaches
In today’s business environment, when much depends on the company’s ability to compete with other enterprises, flexibility is a valuable leadership feature. Nevertheless, it is unlikely that many managers can apply different approaches and adapt to changing the mode of operation as required by a dynamic environment.
As Marinova, Peng, Lorinkova, Van Dyne, and Chiaburu (2015) note, competent leaders can balance between authoritarian and democratic styles, helping subordinates to adapt to working conditions without losing control over the activities of a particular organization. However, an ability to maintain one management course is easier than a dynamic principle. Most leaders probably find it more comfortable to prove their dominant position in the same style than to change it constantly. Therefore, the value of the ability to maintain different images increases.
Conclusion
Relevant management practices and approaches maintained in the change mode can increase the productivity of subordinates and achieve a high assessment of individual leadership skills. The course of domination may influence the results of innovations. An ability to apply all types of leadership images opens up positive perspectives, but most managers probably prefer to follow one style, regarding this policy as a convenient and stable course of control.
References
Hayes, J. (2018). The theory and practice of change management (5th ed.). London, UK: Palgrave.
Marinova, S. V., Peng, C., Lorinkova, N., Van Dyne, L., & Chiaburu, D. (2015). Change-oriented behavior: A meta-analysis of individual and job design predictors. Journal of Vocational Behavior, 88, 104-120. Web.