Change Leadership: The Fidelity Approach Research Paper by Kien

Change Leadership: The Fidelity Approach
This paper examines the effectiveness of adopting the fidelity approach to change as a form of change leadership in a marketing organization.
# 153555 | 3,025 words | 20 sources | APA | 2013 | KE
Published on Jun 12, 2013 in Business (Management) , Business (Marketing)


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Description:

This paper is based on a case study undertaken on an educational institution following a failed attempt to introduce an innovation using the fidelity approach. The paper explores change leadership in marketing and considers the arguments against using the fidelity approach to change leadership. The paper notes the advantages of this change leadership approach but points out that it could prove disastrous where adequate preparations have not been done. The paper includes recommendations on how to use this approach successfully.

Table of Contents:
Introduction
Discussion
Conclusion

From the Paper:

"In definition, change leadership variously referred to as change management can be said to be the process through which change is initiated, managed and continued by building morale and mitigation of potential barriers (Syracuse, n.d). In the contemporary times, the focus of management has shifted from the traditional management functions to take in leadership of change within the organizational setting. This has been necessitated by the increased globalization, technological innovations and diminished regulation. It has become imperative for leaders across organizations to develop appropriate skills towards the management of challenges associated with institution of organizational change. As such, the leaders of change should have the capabilities to integrate their operational skills with their diverse interpersonal skills to effectively institute innovations. Towards achieving this end, managers should also be in apposition to identify factors that can enable them to effectively lead change within the organization. This may constitute various forms of leadership power available to them such as affiliative power, coaching, coercion and pacesetting as well as approaches that can inspire positive effective change. The manner in which management skills are blended with instrumental change leadership dimensions determines the successfulness of an innovation (Graetz, 2000:550)."

Sample of Sources Used:

  • Bacal, R. (n.d). Resistance to change - How and why people resist . Retrieved March 28, 2011, from http://work911.com/managingchange/resistancetochange1.htm
  • BLS. (2010). Advertising, Marketing, Promotions, Public Relations, and Sales Managers. Retrieved March 28, 2011, from http://www.bls.gov/oco/ocos020.htm
  • Bolognese, A. F. (2010). Employee Resistance to Organizational Change. Retrieved March 28, 2011, from http://www.newfoundations.com/OrgTheory/Bolognese721.html
  • Clark, D. A. (2006). The Elgar companion to development studies. Camberley: Edward Elgar Publishing.
  • Coetsee, L. (2000). From resistance to commitment. Public Administration Quarterly , 204-222.

Cite this Research Paper:

APA Format

Change Leadership: The Fidelity Approach (2013, June 12) Retrieved September 19, 2021, from https://www.academon.com/research-paper/change-leadership-the-fidelity-approach-153555/

MLA Format

"Change Leadership: The Fidelity Approach" 12 June 2013. Web. 19 September. 2021. <https://www.academon.com/research-paper/change-leadership-the-fidelity-approach-153555/>

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