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5 High Level Interpersonal And Leadership Skills Required For Change Process Within An Organization 2
This report has been drafted in a systematic manner to list and explain five high level interpersonal and leadership skills which are required to obtain acceptance of the employees/team of change processes within an organization.
Further a conclusion has been presented to ensure that the readers are equipped with complete knowledge of the entire topic under study.
5 High Level Interpersonal And Leadership Skills Required For Change Process Within An Organization
There are numerous interpersonal and leadership skills which is required to obtain acceptance of the employees/team of change processes within an organization. Highlighted below is 5 such high level skills.
2.1Developing Self-Awareness and of Team Members
A leader is required to conduct self- awareness tests including those of its team members to identify self strengths and weaknesses along with the team. It is of significant important for leaders to understand their self confidence and reactions of its team mates in a change process as a self-aware leader is more likely to convince its team members for acceptance of change processes within an organization with little or no resentment from its team members. Furthermore, development of self-awareness shall not just boost up the spirits of leader towards the change process but infuse spark among the members to work towards the change process for the betterment of both organization and team members of the organization.
2.2 Closure of Cultural Gaps
Focusing on differences between leader and its team members is not an absolute means to solve interpersonal problems in a change process within an organization. Different team members may be from different cultural backgrounds and have resentment to a change process, hence it is important for leader to develop an interpersonal skill of looking into similarities than on differences to communicate and lead effectively towards the acceptance of the change process within an organization. With the removal of cultural gaps the acceptance of the change process stands a much higher probability of being accepted (Okoro, 2012).
2.3Creating Win- Win Situation
Leaders need to effectively develop interpersonal and leadership skill to ensure creation of a Win-Win situation for both the employees/team members and organization at large. Indulging and developing plans according to participation of team members shall ensure little or no resentment for the team members and easy acceptance of the change process as when employees shall develop a mindset of gaining in such change process with plans being developed on a participation basis it shall ensure higher probability of the change process being accepted.
One of the most significant interpersonal and leadership skill required for acceptance of a change process within an organization is of relationship management. A leader when able to build a relationship of trust and mutual trust and respect is more likely to ensure that resentment from its team members is little or un-significant (Story & Barbuto, 2011). This is more likely to be build with informal meeting and friendly attitude of leaders towards its team members.
2.5 Ability to Manage Conflicts
Another important interpersonal and leadership skills is the ability of the leader to manage conflicts at the initial stage and developing plans to ensure that conflicts do not form a larger burst. When conflicts are managed at an initial stage the chances of change process minimizes to a considerable extent.
The report provides a list of five interpersonal and leadership skills which are essential for acceptance of a change process within an organization, however there could be other skills which might be interlinked with the aforesaid skills to ensure a complete acceptance to change process within a organization.
Okoro, E. (2012). Cross-cultural etiquette and communication in global business: Toward a strategic framework for managing corporate expansion. International Journal of Business and Management, 7(16), 130-138.
Story, J. S. P, & Barbuto, J. E. (2011). Global mindset: A construct clarification and framework. Journal of Leadership & Organizational Studies, 18(3), 377-384.