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Leadership: Concept Generation

Leaders must act as catalysts for change by inspiring and motivating their teams to initiate and implement organizational changes. There is no doubt that effective leadership is essential for change to take place and for an organization to adapt and succeed within today's dynamic business environment. To be a successful leader, one must be able to inspire and guide their teams to implement changes aligned with the organization's goals and objectives by demonstrating leadership skills(Guy Major, 2021).Leaders must create a culture of innovation, collaboration, and continuous improvement to ensure that their organizations remain competitive in the future (Olughor, 2023; Zighan & Ruel, 2023).Developing resilience in leaders to navigate organizational change is imperative to business.

Resilience is the capacity to recover from adversity, exemplified by a person's capacity to learn and adapt in situations fraught with risks and competing objectives. Resilient people have psychological characteristics that allow them to perceive lower risk levels and greater access to resources (Dannels & Masters, 2020).Leaders must be able to pivot quickly and focus on the end goal. Resilience is the essential quality needed for successful adaptability to change. This resilience can be developed through training and awareness programs. Leaders must be able to identify the opportunities presented by change and develop strategies to capitalize on them. They must also be able to recognize and address potential risks.

Researchers have found that resilience can be developed and strengthened in individuals, and it is optimal to strengthen resilience prior to a traumatic event. Leaders with a high level of resilience can respond positively to crises and increase the resilience of those around them. Servant leaders can also positively affect followers (Eliot, 2020; Olughor, 2023).With the right mindset and skillset, leaders can develop the resilience to navigate organizational change successfully. Resilience also involves being open to new ideas, embracing learning, and taking calculated risks. It includes having the courage to make difficult decisions and the humility to ask for help and advice when needed. Finally, it requires a commitment to a vision and the dedication to see it through. Resilience can be developed and strengthened in individuals, and it is optimal to strengthen it prior to a traumatic event to increase capacity (Eliot, 2020).

Today's business environment is fast-paced and ever-changing. To navigate the complexities of organizational change successfully, leaders must be resilient to keep up with the pace and change. To lead their teams through challenging times and implement changes that align with the organization's strategic objectives, leaders must develop resilience to show their teams through difficult times. For leaders to be resilient, they must handle the stress and uncertainty that come with change, maintain a positive outlook, and remain focused on the organization's vision despite the difference (Eliot, 2020;Hillmann & Guenther, 2021). Practitioners have discussed many ways in which many factors influence change management. Organizations must be more informed about rising rivalry, technical advancements, and globalization (Page & Schoder, 2019). Transformational leaders who prioritize others, are honest, and make tough decisions to achieve success in complex organizations (Lo et al., 2020). Scholars have mentioned that integrated change management methodology emphasizes people and process change with clear, honest communication, trust, mutual respect, and employee involvement (Page & Schoder, 2019). Modern organization development and change interventions overemphasize technologies and procedures as well as their unreflective use (Tenkasi, 2018). Change managers should ensure that change recipients receive the message, comprehend its contents and logic, and support it (Tenkasi, 2018). Change practice is entering volatile, unpredictable, complex, and ambiguous environments. Leaders must be confident throughout change since their actions will affect managers, who will influence employees and engagement (Lo et al., 2020). Leading transformation in your company affects more than culture and profits (Galbraith, 2018). This topic is relevant as it addresses the importance of developing resilient leaders who can adapt to change and lead their organizations through tough times. Resilient leaders can recognize and address challenges, make informed decisions quickly, and manage change efficiently and effectively. Furthermore, they can motivate and inspire their teams to accomplish complex tasks and work together to achieve organizational goals.

Problem of Practice

The general problem is that organizations find it challenging to adapt to changes in their operating environment, resulting in their inability to achieve strategic goals (Harsch & Festing, 2020). Organizations are willing to shift their processes, structure, and culture to adapt to the changing environment. These shifts can be difficult, time-consuming, and costly. Additionally, the organization may encounter resistance to change from within, making it even more challenging to adapt successfully (Harsch & Festing, 2020; Hillmann & Guenther, 2021). Organizations need help to adjust and respond to swift changes in a rapidly evolving business environment. To facilitate such change, organizations must identify strategies to help them navigate the transition, such as seeking out external expertise to help guide the process. Organizations that can develop adaptive strategies, such as decentralized decision-making dynamics and situational awareness, to cope with failures. The difficulty lies in transferring knowledge to a strategic level from leaders to employees (Mamouni Limnios et al., 2014). The problem manifests in various ways, such as decreased productivity, declining market share, and an increase in employee turnover that ultimately harms the profitability of an organization.

The specific problem is that business leaders need more resilience to navigate complex organizational change, resulting in decreased employee performance and disengagement (Ojo et al., 2021). Organizational change can be difficult for people to adjust to, and if leaders cannot provide guidance and support, employees can become overwhelmed and disengaged. This can decrease productivity and morale (Ojo et al., 2021). There needs to be more effective leadership when implementing change within organizations. More resilient leaders with the skills to navigate complex organizational change can create a positive environment where employees feel supported and empowered (Lo et al., 2020). This can lead to increased performance and morale and smoother transitions during times of change. This problem harms businesses because, with effective leadership, organizations can adapt to change, leading to significant revenue and market share losses (Frankiewicz & Chamorro-Premuzic, 2020; Ojo et al., 2021). With solid leadership, organizations can experience success adapting to new markets and technologies, leading to decreased customer satisfaction, loss of competitive edge, and decreased productivity (Frankiewicz & Chamorro-Premuzic, 2020). This can also lead to financial losses and reduced customer loyalty, putting the organization in financial danger.

Gap in Practice

The gap in practice[AH1]is the need for more effective leadership in driving change in complex organizations (CITE). Leaders may need to be made aware of the need for adaptation or possess the skills to manage it effectively. Negative emotions are elicited by change, and reducing negative emotions during change increases commitment to adjust implementation and the success of reform efforts (Karami-Akkary et al., 2019). Positive emotions are promoted when a change initiative aligns with leaders' personal and professional objectives, strengthening their coping strategies and empowering them to lead these efforts. This can lead to a culture of stagnancy and resistance to change (Karami-Akkary et al., 2019). To navigate organizational change successfully, leaders need to be adequately equipped with the appropriate skills that will enable them to develop the resilience they need to succeed. Leaders must be equipped with the skills and strategies that will enable them to cope with the stress and uncertainty that comes with change and remain positive throughout it. It[AH2]is only with adequate support and guidance that leaders may be able to navigate change effectively, leading to better decision-making and the reduction of organizational inefficiency (Guy Major, 2021; Lo et al., 2020). They must also create an environment where employees can take risks and innovate, ultimately promoting organizational change.

This is not yet a gap in practice. See below for guidance.

The gap in practice provides you with the justification to conduct the project and serves as a guide for you to select the appropriate project outcomes. Similar to the problem, if no gap in practice exists, then you have no need to conduct the project; therefore, a clearly articulated gap in practice is essential to justify the necessity for the project.

Describe how this problem within your specialization came to be. First, describe current state of the specific problem and how the problem got to that state. What is the desired state? (What should be happening to mitigate or eliminate the problem within the company or industry). Describe the difference between the current state of the problem and the desired state as the "gap in practice" as it relates to the problem. Cite any sources which state this gap as part of the problem.

Be explicit in your statements to clearly denote what the gap in practice is and include your gap analysis.

Ensure that the gap in practice aligns with the problem of practice. Here are some examples of when, how, and where gaps appear.

Gaps exist when practitioners:

• are not doing everything they could,
• are not doing things correctly,
• could improve what they are doing.

Gaps occur include when:

• laws change (i.e., Affordable Care Act),
• crises occur (i.e., pandemics),
• competition changes, (i.e., innovations), or
• customer needs change (i.e., changing demographics).

Gaps can be in:

• knowledge (practitioners do not know something),
• competence (practitioners do not know how to do something, do not have methods or strategies),
• performance (practitioners not doing something in their practice).

Purpose of the Project and Project Question

This qualitative inquiry project explores the strategies and practices organizations can use to develop resilience in their leaders to navigate organizational change more effectively.

The purpose of this qualitative inquiry project is to explore the (perspectives or opinions or attitudes) of xxxx regarding yyyyy.

This project will show how organizations can ensure that their diverse leaders from different business areas possess the necessary skills and competencies to adapt to a changing environment and remain successful in the long run by identifying key themes. Further, this research is expected to provide organizations with practical suggestions that can assist them in creating a culture and environment that promotes resilience in leaders, allowing them to effectively manage transformation processes and remain competitive in a global market.

• PQ1: What are the (perspectives or opinions or attitudes) of xxxx regarding yyyyy?

Justification of Technique[AH3]

The method chosen for this project is a qualitative inquiry using semi-structured interviews with leaders who have successfully navigated organizational change. Through this technique, the factors contributing to the resilience of leaders can be explored in more depth. As a result, rich data can be collected, and participants can share their experiences and insights. The qualitative-methods approach, which includes interviews with a sample of diverse leaders from different business areas and a literature review of current research on change leadership, is appropriate because it allows for collecting qualitative data, providing a comprehensive understanding of the topic. Additionally, this technique allows for data collection on leaders' skills and strategies to drive successful change initiatives, which aligns with the project question. Interviews will provide specific examples and insights from practitioners, while the literature review will provide a broad overview of current research on change leadership.

Participants in the project will be interviewed to identify what practices and strategies have helped them adapt to and manage organizational change. The research can gather in-depth and detailed information from participants about practical strategies and practices for developing resilience in leaders. As semi-structured interviews allow for a more in-depth and detailed response from participants than other methods, such as surveys, they are preferred over other techniques, such as questionnaires. This type of interview also allows the researcher to probe participants for more information, ask follow-up questions, and generate new ideas and insights. In addition, it allows the researcher to explore the context of the situation and observe nonverbal communication. This method provides more prosperous and detailed thematic interview data than other methods, which can be used to explore the nuances and complexities of the topic. As a result, semi-structured interviews provide comprehensive and in-depth information about the topic, enabling the researcher to understand its various facets comprehensively.

need to align it to what's expected in this section. See below.

The project justification is your argument, defense, and rationalization for the need to conduct the project. The basis for the need for the project is the gap(s) in practice, followed with how the outcome of your project could inform or reduce the gap in practice.

Describe the reason for the project, its need, and evidence to support the need for the project. Describe the rationale and justification for conducting this project. Support the reason you are going to potentially spend time, energy, and money to research this topic. Ensure your project justification aligns with the problem, purpose, PQ, and gap in practice within your specialization.

Address these key elements as you justify the need for your project:

• Describe who in the practitioner or scholarly literature says this project within your specialization is needed
• Describe why your Project Questions need answering
• Describe why your project is significant and important
• Describe which business practitioners your project outcome will be significant and important to, and why

Conclusion

This project will investigate how leaders can infuse change in complex organizations by identifying the essential skills and strategies that facilitate successful change initiatives. Leadership requires creating a shared vision, fostering collaboration, and maintaining an environment of trust and openness. Additionally, they must be capable of identifying potential obstacles and developing effective strategies for overcoming them. In addition, they must be capable of motivating and inspiring their teams to achieve the desired results. Through semi-structured interviews, the researcher will be able to collect detailed and rich data from participants regarding effective strategies and practices for building resilience in leaders so that they can successfully navigate organizational change. In order to assist leaders and organizations in navigating organizational change more successfully, the information gathered will be used to develop a resilience framework.

Further research will be conducted in order to validate and test the framework. The study results will provide valuable insight into developing resilient leaders, which will significantly interest business practitioners in the leadership field. A catalyst for change must possess a clear vision of the future, be creative and innovative, possess strong communication skills, be adaptable and flexible, and possess the resilience and perseverance necessary to overcome obstacles. These catalysts also can motivate and inspire others to assist in achieving their shared goals, thereby creating an environment that fosters collaboration and commitment, ultimately promoting productivity and profitability.

References

Dannels, L. P., & Masters, J. D. (2020). Getting executives to SIT: building leaders' resilience and stress tolerance for enhanced organizational effectiveness.Development and Learning in Organizations,34(5), 1-4. https://doi.org/10.1108/DLO-05-2019-0122

Eliot, J. L. (2020). Resilient Leadership: The Impact of a Servant Leader on the Resilience of their Followers.Advances in Developing Human Resources,22(4), 404-418. https://doi-org.library.capella.edu/10.1177/1523422320945237

Frankiewicz, B., & Chamorro-Premuzic, T. (2020). Digital transformation is about talent, not technology.Harvard Business Review,6(3), 1-6.

Galbraith, M. (2018).Do not just tell employees that organizational changes are coming - Explain why.Harvard Business Review Digital Articles, 1-5.

Guy Major, N. F. (2021). Leadership competencies for the 21st century: a review from the Western world literature.European Journal of Training and Development,45(6), 566-587. https://doi.org/10.1108/EJTD-04-2020-0078

Harsch, K., & Festing, M. (2020). Dynamic talent management capabilities and organizational agilityA qualitative exploration.Human Resource Management,59(1), 43-61. https://doi.org/10.1002/hrm.21972

Hillmann, J., & Guenther, E. (2021). Organizational Resilience: A Valuable Construct for Management Research?International Journal of Management Reviews,23(1), 7-44. https://doi.org/10.1111/ijmr.12239

Karami-Akkary, R., Mahfouz, J., & Mansour, S. (2019). Sustaining school-based improvement: considering emotional responses to change. [Sustaining school-based improvement]Journal of Educational Administration,57(1), 50-67. https://doi.org/10.1108/JEA-01-2018-0022

Lo, P., Allard, B., Anghelescu, H. G., Xin, Y., Chiu, D. K., & Stark, A. J. (2020). Transformational leadership practice in the world's leading academic libraries.Journal of Librarianship and Information Science,52(4), 972-999.

Mamouni Limnios, E. A., Mazzarol, T., Ghadouani, A., & Schilizzi, S. G. M. (2014). The resilience architecture framework: Four organizational archetypes.European Management Journal,32(1), 104-116.https://doi.org/10.1016/j.emj.2012.11.007

Ojo, A. O., Fawehinmi, O., & Yusliza, M. Y. (2021). Examining the predictors of resilience and work engagement during the COVID-19 pandemic.Sustainability (Basel, Switzerland),13(5), 2902.https://doi.org/10.3390/su13052902