According to the textbook, people are more motivated when "they are shown a truth that influences their feelings" than they are by analysis. Discuss the relevance of this statement for organizations growing and responding to change. What responsibility does a leader have to honor stakeholder concerns when "feelings" are the primary basis for the concerns?
Change is one of the major aspects tagged with the enhancement of the growth of an organisation in the commercial field. However, handling the aspect of change management is a critical task as it consists of multidimensional complications like budget and resource location along with the management of the stakeholders of the entire unit. As per the viewpoint of Salacuse (2017), the negotiation with the stakeholders and creation of motivation among them to provide effort to a common goal which is oriented to the organisational change is the task of the leader. Hence, organisational growth and change is dependent over the stakeholder management. In the case of negotiation regarding organizational change, the feelings of the stakeholders need to be addressed. As for example, Allameh et al. (2015) has mentioned that the enhancement of productivity and motivation of the employees of an organisation can be done by addressing the emotional aspect of the employees. Hence, the implementation of the combination of transformational leadership and ethical leadership has a major role in the providence of honour to the stakeholders in the management of the organisational growth and change. The truth which is close to the feelings and heart of the stakeholders like the investors or employees needs to be addressed and integrated with the strategy of motivation. This is the key aspect which is focused by ethical leadership and this helps to get better outcomes in the management of the stakeholder (Zhang & Zhang, 2016). For example, providence of value to the employees and honouring their contribution in every aspect is such a truth which is integrated with the feelings of the employees. Hence, the leadership style associated with the providence of honour to the employees and subordinates is always acceptable among the workers. This should be utilised to motivate the stakeholders in the time of organisational change and organisational growth.
Allameh, S. M., Pool, J. K., Kazemi, R. V., & Mostafavi, M. (2015). The impact of emotional intelligence on transformational leadership and leader effectiveness. Latin American Journal of Management for Sustainable Development, 2(1), 83-93. https://doi.org/10.1504/LAJMSD.2015.067473
Salacuse, J. W. (2017). Leadership and Negotiation—Dichotomies and Definitions. In Real Leaders Negotiate! (pp. 1-14). Palgrave Macmillan, New York. https://doi.org/10.1057/978-1-137-59115-9_1
Zhang, N., & Zhang, J. (2016). Chinese insurance agents in “bad barrels”: a multilevel analysis of the relationship between ethical leadership, ethical climate and business ethical sensitivity. SpringerPlus, 5(1), 2078. https://doi.org/10.1186/s40064-016-3764-2
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