The theories of leadership and management of change form the crust of organizational formations as such, various scholars have adopted different approaches in discussing the dual multifaceted phenomenon. Organizational Leadership entails the management approach whereby the administrators or leaders supervise or oversee the formation of strategic goals for the organization while propelling the members of the group to discharge their duties in service to those goals (What Is Organizational Leadership? ). Management of change is a systematic approach to organizational changes to ensure the continued safety of the workforce throughout the process. It saddles these systematic approaches with ensuring that the change is dealt with proactively (“What Is Management of Change (MOC)? ”). To this end, there's has been a lot of discourse on the application and essentially of both in the vast literature of the workplace. These theories are not just applicable to the general workplace, the theories mentioned here are directly related to the educational institutions particularly institutions of higher learning.
Amongst the seminal literature on leadership is a work titled Implicit Leadership Theories: Content, Structure, and Generalizability co-authored by Lynn. R Offerman, John Kennedy Jr, and Philip w. Wirtz (Offermann et al. ). Researched and written in 1992, the authors defied the sacrosanct belief in explicit theoretical theories by examining the role of implicit leadership theories as products of leader stimuli and perceiver characteristics. The study which tested the content and causal structure variation between male and female perceivers across three leader stimuli: leaders, effective leaders, and supervisors concluded that eight factors which are (sensitivity, Commitment, Tyranny, Charisma, Attraction, Manliness, Intellect, and strength) remained relatively stable across both the perceiver’s sex and stimuli (Offermann et al. ). The authors argued that implicit theories of leadership unequivocally diverge across the systematic spectrum, and further emphasized the importance of exploring beyond the mere existence of the theories in understanding the variations that characterize the perception of leaders. This is quite relevant to discourse here, as the perception of a leader by their subjects is essential to the leaders' exhibition of management of change characteristics.
An important aspect of the literature on leadership that exemplifies the theories of leadership tailored to the educational institutions is an article entitled Relationship between Transformational Leadership Style and Innovative Work Behavior in Educational Institutions co-authored by Ghulam Abbas, Javed Iqbal, Ajmal Waheed, and M. Naveed Riaz and published in 2012, the authors established the relationship between aspects of transformational leadership and innovative work characteristics amongst staffs in universities and colleges. To establish the relationship, the study utilized the Multifactor Leadership Questionnaire (Abbas et al. ), and an innovative work behavior scale (Abbas et al. ). It also collected the information of about 200 employees from across universities and colleges. The further utilized a non-random sampling for data collection across the educational institutions (Abbas et al. ) and the Pearson correlation to study the correlation between transformational leadership and innovative work practice (Abbas et al. ). The study highlights three leadership theories under the Full Range Leadership theory which are the laissez-faire, transactional and transformational theory (Abbas et al. ). The study describes the transformational leadership style as the superior of the Full Leadership theory and established the positive correlation between transformative leadership style and innovative work behavior and its aspects. To this end, the study further shows that given the important role that educational institutions play in development, the adoption of innovative practices by the leadership would influence innovative behavior amongst the staff and faculty of the institution. If the leadership introduces some changes within a department, the other members of the department would conveniently welcome the change by being innovative. This is relevant in the case of a new institution either formed newly or as a result of a merger.
Organizational Development and Change in Higher Education: Implications for the Romanian Universities is another vital contribution to the discourse on leadership theories and management change in educational institutions. This article authored by Mariana Cernicova-Buca and published in 2010, extrapolates the theories of leadership to the changes in the Romanian universities. The author a professor at the Politehnica University of Timisoara in Romania conducted a postmortem into the leadership theories and their relationship to the management of change in the institutions of higher learning and established the causation of the failure of some of these theories whilst also taking into account their receptions by members of the educational institutions. The author describes organizational development as a universal process that utilizes the collection of procedures and formations to attain organizational effectiveness (Cernicova-Buca). The study describes the facets of Organizational development as the following “1. Diagnosis of institutions and groups (collecting data, feeding back diagnosed information). 2. Designing interventions 3. Leading and managing change. 4. Evaluating and institutionalizing Organizational Development interventions” (Cernicova-Buca). The study concluded that for change to be effective and sustainable, it is essential that the change process includes every stakeholder and gets infused into the leadership principles. This establishes that the method or the principles of change applied should be tailored to the needs of each university and department depending on the structure of each. This gives an insight into the case of the merger of the different departments into a single one since it is an external change to the former departments, the new department would benefit from the institutionalization of the core principles into the leadership and constituents of the old departments. The study admits to its inconclusive nature and acts as a preamble for further research into the concept of organizational development.
An additional work entitled A Review of Leadership Theories, Principles and Styles and Their Relevance to Educational Management co-authored by Rose Ngozi Amanchukwu, Gloria Jones Stanley, and Nwachukwu Prince Ololube, gives a detailed insight into the effectiveness of leadership theories in educational institutions or establishments (Amanchukwu et al. ). Published in the year 2015, the authors gave an insight into the various theories, styles, and principles of leadership that come to play in the educational establishments. In the article itself a synthesis of several established leadership theories and styles, some of whose effectiveness different institutions have proven, the authors grouped the various theories into three categories namely leadership as a procedure, leadership as a collection of traits, and personality features, and leadership as specific behaviors. The article also highlights different leadership styles, namely autocratic, bureaucratic, charismatic, democratic, laissez-faire, and transactional styles. The authors argued that the challenge in leadership isn't just the theories and styles but the ability to bridge the gap between the theoretical understanding of the theories and the practical applications. This informs a watered-down understanding of the management of change since no instance of change management exists in a vacuum or isolation, the ability to bridge the gap between the theoretical aspect and the practical one would inform what would one effective either the synthesis of the theories or the singling out of one.
Another contribution in the literature is a work entitled Management Change Impact on Organizational Learning in a Business School. Co-authored by Karen Voolaid and Üllas Ehrlich and published in the year 2019, the authors established the consequence of management system change on organizational learning in one of the schools in a university. To achieve this, they circulated the Dimensions of Learning Organizations questionnaire amongst 120 employees of the school and measured the difference in organizational learning between the period preceding the change, and after it by having them rate from -3 to +3 where a negative rating shows deterioration and a positive one shows an improvement (Voolaid and Ehrlich). The results of the study were measured against seven dimensions which are “Provide continuous learning opportunities, Foster inquiry and dialogue, promote collaboration and team learning, create systems to capture and transform learning, Foster movement towards a collective vision, connect the organization to its external environment, and provide strategic leadership for learning” (Voolaid and Ehrlich). To this end, the study reveals the most significant changes in the areas foster inquiry and dialogue” and “promote collaboration and team learning (Voolaid and Ehrlich) an indication that management change not only impacts the organizational learning negatively, it also creates a loss of confidence in the organization and conceives a more competitive environment.
One other contribution from the literature that talks about leadership and management of change in educational institutions of higher learning is the article entitled Organizational Culture Theme Theory and Analysis of Strategic Planning for a New Medical School. The article co-authored by Dennis Wiedman and Iveris L. Martinez and published in 2017, analyzes the role of culture in the development of organizational structures (Wiedman and Martinez). To achieve this, the authors measured the recurrence of different themes across years between two divisions which are the longitudinal theme analysis to gather data on the individuals in the institutions, and triangulation of evidence from external sources (Wiedman and Martinez). To this end, the study revealed cultural themes as instrumental in the emergence of organizational structure.
Alongside Organizational Culture Theme Theory and Analysis of Strategic Planning for a New Medical School, another article that provides an evaluation into the impact of leadership and management change on culture is entitled The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a Merger co-authored by Marie H. Kavanagh and Neal M (Kavanagh and Ashkanasy). Ashkanasy. In the article which is about the role of leadership and change on culture in the case of a merger, the authors argued that for leadership and change to be effectively successful on culture, the individual perceptions and internalization of the change would play a core role in the whole situation. This article emphasizes the acquisition of skills and competence as the deciding condition for leadership and hinges the success of the change in the organization as conditional upon effective communication and the direction of the culture.
The various theories of leadership are effective in different situations, while the effectiveness of some would only be achieved when combined with others, some can be adopted unilaterally. Leadership, as it applies to the management of change, depends on bridging the gap amongst the different theoretical assertions and their practical implementation. The success of change according to a universal position held by the pieces of literature contributions depends on the effectiveness of the leadership in place. In the same vein, the literature contributions converged on the position that the perception of the leadership by the subordinates is also essential.
The
theories
of
leadership
and
management
of
change
form the crust of
organizational
formations as such,
various
scholars have adopted
different
approaches
in discussing the dual multifaceted phenomenon.
Organizational
Leadership
entails the
management
approach
whereby the administrators or
leaders
supervise or oversee the formation of
strategic
goals for the
organization
while propelling the members of the group to discharge their duties in service to those goals (What Is
Organizational
Leadership
?
)
.
Management
of
change
is a systematic
approach
to
organizational
changes
to ensure the continued safety of the workforce throughout the process. It saddles these systematic
approaches
with ensuring that the
change
is dealt
with
proactively
(“What Is
Management
of
Change
(MOC)? ”). To this
end
, there's has been
a lot of
discourse on the application and
essentially
of both in the vast
literature
of the workplace. These
theories
are not
just
applicable to the general workplace, the
theories
mentioned here are
directly
related to the
educational
institutions
particularly
institutions of higher learning.
Amongst the seminal
literature
on
leadership
is a
work
titled Implicit
Leadership
Theories
: Content,
Structure
, and Generalizability co-authored by Lynn. R
Offerman
, John Kennedy Jr, and Philip w.
Wirtz
(
Offermann
et al.
)
. Researched and written in 1992, the
authors
defied the sacrosanct belief in explicit
theoretical
theories
by examining the
role
of implicit
leadership
theories
as products of
leader
stimuli and
perceiver
characteristics. The
study
which
tested
the content and causal
structure
variation between male and female
perceivers
across three
leader
stimuli:
leaders
,
effective
leaders
, and supervisors concluded that eight factors which are (sensitivity, Commitment, Tyranny, Charisma, Attraction, Manliness, Intellect, and strength) remained
relatively
stable across both the
perceiver
’s sex and stimuli (
Offermann
et al.
)
. The
authors
argued that implicit
theories
of
leadership
unequivocally
diverge across the systematic spectrum, and
further
emphasized the importance of exploring beyond the mere existence of the
theories
in understanding the variations that characterize the
perception
of
leaders
. This is quite relevant to discourse here, as the
perception
of a
leader
by their subjects is essential to the leaders' exhibition of
management
of
change
characteristics.
An
important
aspect
of the
literature
on
leadership
that exemplifies the
theories
of
leadership
tailored to the
educational
institutions is an
article
entitled
Relationship
between
Transformational
Leadership
Style
and
Innovative
Work
Behavior
in
Educational
Institutions co-authored by Ghulam
Abbas
,
Javed
Iqbal,
Ajmal
Waheed
, and M.
Naveed
Riaz
and published in 2012, the
authors
established
the
relationship
between
aspects
of
transformational
leadership
and
innovative
work
characteristics amongst staffs in
universities
and colleges. To establish the
relationship
, the
study
utilized the
Multifactor
Leadership
Questionnaire
(Abbas
et al.
)
, and an
innovative
work
behavior
scale
(Abbas
et al.
)
. It
also
collected the information of about 200 employees from across
universities
and colleges. The
further
utilized a non-random sampling for data collection across the
educational
institutions
(Abbas
et al.
)
and the Pearson correlation to
study
the correlation between
transformational
leadership
and
innovative
work
practice
(Abbas
et al.
)
. The
study
highlights three
leadership
theories
under the Full Range
Leadership
theory
which are the laissez-faire, transactional and
transformational
theory
(Abbas
et al.
)
.
The
study
describes
the
transformational
leadership
style
as the superior of the Full
Leadership
theory
and
established
the
positive
correlation between transformative
leadership
style
and
innovative
work
behavior
and its
aspects
. To this
end
, the
study
further
shows
that
given
the
important
role
that
educational
institutions play in
development
, the adoption of
innovative
practices by the
leadership
would influence
innovative
behavior
amongst the staff and faculty of the
institution
. If the
leadership
introduces
some
changes
within a
department
, the other members of the
department
would
conveniently
welcome the
change
by being
innovative
. This is relevant in the case of a
new
institution
either formed
newly
or
as a result
of a merger.
Organizational
Development
and
Change
in Higher Education: Implications for the Romanian
Universities
is another vital
contribution
to the discourse on
leadership
theories
and
management
change
in
educational
institutions. This
article
authored by Mariana
Cernicova-Buca
and published in 2010, extrapolates the
theories
of
leadership
to the
changes
in the Romanian
universities
. The
author
a professor at the
Politehnica
University
of
Timisoara
in Romania conducted a postmortem into the
leadership
theories
and their
relationship
to the
management
of
change
in the institutions of higher
learning
and
established
the causation of the failure of
some
of these
theories
whilst
also
taking into account their receptions by members of the
educational
institutions. The
author
describes
organizational
development
as a universal process that utilizes the collection of procedures and formations to attain
organizational
effectiveness
(
Cernicova-Buca
).
The
study
describes
the facets of
Organizational
development
as the following “1. Diagnosis of institutions and groups (collecting data, feeding back diagnosed information). 2. Designing interventions 3. Leading and managing
change
. 4. Evaluating and institutionalizing
Organizational
Development
interventions” (
Cernicova-Buca
). The
study
concluded that for
change
to be
effective
and sustainable, it is essential that the
change
process includes every stakeholder and
gets
infused into the
leadership
principles
. This establishes that the method or the
principles
of
change
applied should
be tailored
to the needs of each
university
and
department
depending on the
structure
of each. This gives an insight into the case of the merger of the
different
departments
into a single one since it is an external
change
to the former
departments
, the
new
department
would benefit from the institutionalization of the core
principles
into the
leadership
and constituents of the
old
departments
. The
study
admits to its inconclusive nature and acts as a preamble for
further
research into the concept of
organizational
development.
An additional
work
entitled
A Review of
Leadership
Theories
,
Principles
and
Styles
and Their Relevance to
Educational
Management
co-authored by Rose
Ngozi
Amanchukwu
, Gloria Jones Stanley, and
Nwachukwu
Prince
Ololube
, gives a detailed insight into the
effectiveness
of
leadership
theories
in
educational
institutions or establishments (
Amanchukwu
et al.
)
. Published in the year 2015, the
authors
gave an insight into the
various
theories
,
styles
, and
principles
of
leadership
that
come
to play in the
educational
establishments. In the
article
itself a synthesis of several
established
leadership
theories
and
styles
,
some
of whose
effectiveness
different
institutions have proven, the
authors
grouped the
various
theories
into three categories
namely
leadership
as a procedure,
leadership
as a collection of traits, and personality features, and
leadership
as specific
behaviors
. The
article
also
highlights
different
leadership
styles
,
namely
autocratic, bureaucratic, charismatic, democratic, laissez-faire, and transactional
styles
. The
authors
argued that the challenge in
leadership
isn't
just
the
theories
and
styles
but
the ability to bridge the gap between the
theoretical
understanding of the
theories
and the practical applications. This informs a watered-down understanding of the
management
of
change
since no instance of
change
management
exists in a vacuum or isolation, the ability to bridge the gap between the
theoretical
aspect
and the practical one would inform what would one
effective
either the synthesis of the
theories
or the singling out of one.
Another
contribution
in the
literature
is a
work
entitled
Management
Change
Impact
on
Organizational
Learning
in a Business
School
. Co-authored by Karen
Voolaid
and
Üllas
Ehrlich and published in the year 2019, the
authors
established
the consequence of
management
system
change
on
organizational
learning
in one of the
schools
in a
university
. To achieve this, they circulated the Dimensions of
Learning
Organizations
questionnaire amongst 120 employees of the
school
and measured the difference in
organizational
learning
between the period preceding the
change
, and after it by having them rate from -3 to +3 where a
negative
rating
shows
deterioration and a
positive
one
shows
an improvement (
Voolaid
and Ehrlich). The results of the
study
were measured
against seven dimensions which are “Provide continuous
learning
opportunities, Foster inquiry and dialogue, promote collaboration and team
learning
, create systems to capture and transform
learning
, Foster movement towards a collective vision, connect the
organization
to its external environment, and provide
strategic
leadership
for
learning”
(
Voolaid
and Ehrlich). To this
end
, the
study
reveals the most significant
changes
in the areas foster inquiry and dialogue” and “promote collaboration and team
learning
(
Voolaid
and Ehrlich) an indication that
management
change
not
only
impacts
the
organizational
learning
negatively
, it
also
creates a loss of confidence in the
organization
and conceives a more competitive environment.
One other
contribution
from the
literature
that talks about
leadership
and
management
of
change
in
educational
institutions of higher
learning
is the
article
entitled
Organizational
Culture
Theme
Theory
and Analysis of
Strategic
Planning for a
New
Medical
School
. The
article
co-authored by Dennis
Wiedman
and
Iveris
L. Martinez and published in 2017, analyzes the
role
of
culture
in the
development
of
organizational
structures
(
Wiedman
and Martinez). To achieve this, the
authors
measured the recurrence of
different
themes
across years between two divisions which are the longitudinal
theme
analysis to gather data on the individuals in the institutions, and triangulation of evidence from external sources (
Wiedman
and Martinez). To this
end
, the
study
revealed cultural
themes
as instrumental in the emergence of
organizational
structure.
Alongside
Organizational
Culture
Theme
Theory
and Analysis of
Strategic
Planning for a
New
Medical
School
, another
article
that provides an evaluation into the
impact
of
leadership
and
management
change
on
culture
is
entitled
The
Impact
of
Leadership
and
Change
Management
Strategy on
Organizational
Culture
and Individual Acceptance of
Change
during a Merger co-authored by Marie H.
Kavanagh
and Neal M (
Kavanagh
and
Ashkanasy
).
Ashkanasy
. In the
article
which is about the
role
of
leadership
and
change
on
culture
in the case of a merger, the
authors
argued that for
leadership
and
change
to be
effectively
successful on
culture
, the individual
perceptions
and internalization of the
change
would play a core
role
in the whole situation. This
article
emphasizes the acquisition of
skills
and competence as the deciding condition for
leadership
and hinges the success of the
change
in the
organization
as conditional upon
effective
communication and the direction of the culture.
The
various
theories
of
leadership
are
effective
in
different
situations, while the
effectiveness
of
some
would
only
be achieved
when combined with others,
some
can
be adopted
unilaterally
.
Leadership
, as it
applies to
the
management
of
change
, depends on bridging the gap amongst the
different
theoretical
assertions and their practical implementation. The success of
change
according to a universal position held by the pieces of
literature
contributions
depends on the
effectiveness
of the
leadership
in place. In the same vein, the
literature
contributions
converged on the position that the
perception
of the
leadership
by the subordinates is
also
essential.
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