Characteristics dominating leadership approaches in applying effective change

The research aimed at understanding the different characteristics of a number of leaders

which dominate their relationships with their employees in various circumstances that are related

to implementing change in the organization. The responses to the questionnaires provided the

basis for achieving this objective. The leaders’ questionnaire contained19 different questions

while the responses were categorized as: strongly disagree, disagree, neither, agree, andstrongly

agree.

The chart shown below shows the relationship between the proportions of leaders, who

strongly disagreed, disagreed, neither, agreed or stronglyagreed in response to each individual

question asked. The 42 responses out of 50 represent a response rate of 84%.

The bars above represent the response of the following questions:

– Are you confident of your performance in relation to policy changes?

– Are you very optimistic of your ability to perform as a manager?

– Do you attend to the diverse needs of your employee?

From the leader’s charts shown above, one can see that half of the leaders agreed that

they were confident when proposing major changes in their organization, while 16/42

agreed that they were confident, a significantly small percentage neither agreeing nor

disagreeing of being confident (5/42). However, none of the respondents disagreed

that they were confident proposing major changes in their organization. The same

results came about when the question of optimism was raised. 21/42 agreeing, 17/42

strongly agreeing, 3/42 disagreeing and none was responding as to be lacking in

optimism. Thus that majority of the leaders are confident and optimistic about

proposing changes in their organizations.

When it comes to treatment of subordinates (followers), 26/42 of the leaders agree that

they treat subordinates as individuals with different needs, while half of them treating their

subordinates as individuals with different abilities. Less than half of the leaders treat

subordinates as individuals with different aspirations. 13/42 strongly agree that they are treating

subordinates as individuals with different needs, while half strongly agree subordinates have

different abilities. Trust is also another component to which almost all the respondents agreed to

be a fundamental element which contributes to the success of a proposed change.

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