There are many great ideas coming from the course combined learning tool list, developing a high-level project plan or choosing to access the readiness of your organization. Using the toolkit, we built or a hybrid version thereof, requires a comparison of pros and cons, but does it replace leadership responsibilities or help guide them?

In comparison, the variation between each group’s toolkit, in my opinion, is actually minimal and depending on the organizational stream it is being used in.  Each toolkit showed its advantages and disadvantages in meet the various and changing requirements.  When implementing successful change, communication skills and organizational skills all come into play as stated amongst all the group toolkits designed.

Implementing a successful change requires vision, strategies, plans, and analysis, but most of all it starts with the ability to lead or modify behavior in such a manner as to accomplish the goal or vision. Herold, Fedor, Caldwell, and Liu (2008) determined reflective leadership style intertwines well in change management, and transformational leadership theories, both of which are in support of a cultural change. Out of all key leadership traits, the ability to motivate others outweighs other management skills when implementing large or disruptive change Sarros, Luca, Densten, and Santora (2014).  When the majority of change implementation fails in meeting or possibly never getting off the ground, the various tools, programs are looked at as a designed tool to help overcome change. The reality is project management skills cover many areas of a project and every project has its own set of unique issues or problems to overcome. In my experience implementing change or something new into a company all relates to leadership and prep work done by a champion or group that takes ownership of the project and helps drive it forward.

References

Groups A-Tool Kits (2018) unpublished toolkits LNRT 525 Unit 4 Activity 2 https://padlet.com/carrielearn/iv5ayna2w1vj?utm_campaign=added_comment&utm_medium=desktop&utm_source=notifications

Castelli, P. A. (2016) ‘Reflective leadership review: a framework for improving organizational performance’, Journal of Management Development, pp. 217–236. doi: 10.1108/JMD-08-2015-0112.

Herold, D.M., Fedor, D.B., Caldwell, S. and Liu, Y. (2008), “The effects of transformational and change leadership on employees’ commitment to a change: a multilevel study”, Journal of Applied Psychology, Vol. 93 No. 2, pp. 346-357.

Sarros, J.C., Luca, E., Densten, I. and Santora, J.C. (2014), “Leaders and their use of motivating language”, Leadership & Organization Development Journal, Vol. 35 No. 3, pp. 226-240.