Situational Leadership in Change Management for Different Generations
It is generally accepted that the universe is in a constant state of formation and change. Naturally, change affects the social, political and economic systems and the companies develop strategies in order to keep up with change as a part of the whole and
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Situational Leadership in Change Management for Different Generations Buket Aksu
44.1 Introduction Change : : : A magical word that creates positive feelings even when just mentioned. Human being is accepted to be inherently change-oriented (De˘girmenci 2012). Heracles tried to express this with his phrase “you cannot step into the same water twice” and Heraclitus tried to express humanity’s process of understanding, comprehending and adapting the change with his phrase “Everything flows, nothing stands still”. Change in the human being’s life is a motion, but change in the work life leads to an innovation and creation. Regarding the change in the global world, besides resulting in a changing leadership understanding, also the employees have made more creative through trainings. It is accepted that organizations are associated with the technological changes; the human being with the social and cultural changes and the products or services with the economic changes. When the change is examined from social, economic and political perspectives, it has been observed to have two basic and different departure points. The first group departs from the value judgments and education and asserts that for change to come true, firstly the cultural values must change. Accordingly, economic, political, social, etc. changes are related to the rationalization of the human behaviours and thoughts. The members of the second group link the change and development in the social dimension to the economic structure, production relations and capital accumulation (Ero˘glu 1998). In the companies, it is observed that the employees who are engaged in their jobs are more assiduous in order to keep up with change. However today, it is observed that companies are able to utilize only one third of the human resource at best
B. Aksu () The Ken Blanchard Companies, Blanchard International, Türkiye, Istanbul, Turkey e-mail: [email protected] S. Banerjee and S. ¸ S. ¸ Erçetin (eds.), Chaos, Complexity and Leadership 2012, Springer Proceedings in Complexity, DOI 10.1007/978-94-007-7362-2__44, © Springer ScienceCBusiness Media Dordrecht 2014
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B. Aksu Table 44.1 A workforce statistics related to engagement Country United States Canada Germany Japan Great Britain Chile France Israel Australia New Zealand Singapore
Engaged (%) 27 24 12 9 19 25 12 20 18 23 6
Not engaged (%) 56 60 70 72 61 62 57 65 63 64 77
Actively disengaged (%) 17 16 18 19 20 13 31 15 19 13 17
Source: Blanchard (2007)
(Blanchard 2007). Following are the percentages of the engaged, not engaged and actively disengaged employees, according to the findings of a research on workforce (Flade 2003) (Table 44.1). Since no one voluntarily wants to change, change management can be a tiresome and demoralizing experience. However, when implemented appropriately under the supervision of a successful leader, change can be a reward or a motivator. During the realization of a successful change, it will be useful that many factors such as the corporate culture except the leade
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