Shin (1998) known the five traits, or characteristics, regarded as to be most critical for leaders in contemporary organizations. These five desirable traits are as follows: (1) respect for an organization's employees; (2) an initiator attitude; (3) tenacity in the pursuit of objectives; (4) an capacity to create networks; and (5) demanding the highest level of competency for organizations, which means both embracing technology and assuring that employees are trained to use technology effectively.
Shin (1998) also identified five traits that have a tendency to be observed among unsuccessful leaders. These five undesirable traits are as follows: (1) irresolute decision-making; (2) poor treatment of the firm's human resources; (3) an inability to make networks; (4) an inability to respond to changes in a firm's external environment; and (5) contempt for competency, which implies disdaining technological currency and training.
In numerous instances, the desirable and undesirable traits of leaders identified by Shin (1998) are mirror images of 1 another. In other instances, however, a failure to react inside a particular way is viewed being a serious fault, while acting appropriately appears to be viewed much more as an expected behavior than as an outstanding behavior. An inability to respond to changes in a firm's external environment is including case.
To efficiently control alter inside an organizational environment, a leader needs to be able to correctly discern the meanings from the actions by members from the organization, and needs to be in a position to realize the motives underlying this sort of resistance to change. Each in the 3 underlying reasons for resistance to organizational alter ? insecurity, economic, and socio psychological reasons ? is going to be found in all resistance to change; however, the relative strengths of these three underlying causes will almost certainly vary in accordance with both the case and towards the persons involved (Daft, 1997).
In today's world, alter is really a recurring phenomenon for companies and their leaders. Organizational transform is a source of conflict in organizations. Potent leadership within the management of change can either prevent or minimize the impact of such conflicts.
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