Papers by Victor B I R I K O R A N G Danquah
Social Science Research Network, Dec 31, 2022
Social Science Research Network, 2004
Social Science Research Network, 2021
Change has become inevitable in this global world making it imperative for organisations to chang... more Change has become inevitable in this global world making it imperative for organisations to change. Whatever form the change takes the individuals affected must be willing to accept the change. This research paper analyses resistance in two public organizations i.e. the Volta River Authority (VRA) and the Ghana Maritime Authority which occurred between 2003 and 2018. This paper dwells on Lewin's force field analysis of driving and restraining forces, and identifies reasons why resistance occurred in these two organizations during the period identified. Theories of Resistance identified as cognitive dissonance, the depth intervention, violation of the psychological contract and/or dispositional resistance in the form of inappropriate management style and leadership (Burnes, 2017) are discussed,. It has been found that Resistance to change is not uniform among human beings. Reasons for resistance are identified and strategies to overcome resistance are proposed. Lewin's three step model of Unfreeze, Change, and refreeze are revisited and Kotter's six ways of overcoming resistance are reviewed. Evidence gathered indicate that resistance occurred in these organizations mainly because of inappropriate leadership style. Transactional leadership is unlikely to establish a good psychological contract inside businesses during the change management process, which will reduce morale and performance. Transformational leadership, on the other hand, is likely to emphasize relationships, trust, commitment, and involvement, which may be required to keep employee loyalty and stimulate creativity. Transformational leadership style is therefore recommended in periods of change. Transformational leaders will rely on Kotter's eight step model to bring about change. Change must not be imposed in public organizations as it will definitely meet resistance. The focus of any change effort must first be to change attitudes. Communication is also very important in changing attitudes. A communications strategy should be linked with the broad stages of a planned change as well as the associated information requirements (Klein, 1996). Before implementing the change, personnel should be educated about it through one-on-one talks, group presentations, or memoranda and reports. Regular and effective communication may minimize employee uncertainty while involving them increases their commitment (Burnes 2017). Incentives might also be provided to active or potential resisters, such as providing a union a higher salary rate in exchange for a change in work rules. Manipulation, co-optation, and coercion are not viable strategies for bringing about change in public institutions. The resistance will have risen as a result of their use. Managers should, according to Lewin, first minimize the opposing forces before boosting the driving forces (Lewin, 1947).
SSRN Electronic Journal
Over 4,000 leadership studies have been undertaken over the last century, with hundreds of leader... more Over 4,000 leadership studies have been undertaken over the last century, with hundreds of leadership models and theories presented (Stogdill, 1974). Despite the fact that we have access to an enormous amount of leadership theory and research, there are few practical instructions. Nonetheless, interest in leadership—and the characteristics that distinguish a successful leader from one who fails—remains unabated (Luthans and Thompson, 1981). The focus of this report is to share my experiences during the leadership challenge course at the University of Aberdeen. In so doing, I will be using leadership theory and concepts in analysing and evaluating the leadership case that I am presenting. Thinking concerning leadership has moved through three distinct periods or phases: The Trait phase, The Behavioural Phase, and The Situational Phase. These leadership theories can be characterized as transactional leadership approaches. Current thinking on leadership is on transformational leadership, authentic leadership and value-based leadership. Leadership is about influence (Northouse, 2019). Influence is the ability to get someone to do something they otherwise would not do. One cannot be a leader without followers. In other words a leader is someone who attracts followers and retains followers irrespective of traits. Follower roles include graceful following where both are engaged and pay attention to one another; weak following where the follower is passive; self-serving following where the follower shows off being more interested in him/herself; fighting against the leader, and does not respect the vision of the leader; and a strong follower (chaleff, 2010). Burns (1978) distinguished between two types of leadership: transactional leadership and transformational leadership. Transactional Leadership focus on the interactions that occur between leaders and their followers. Contingent remuneration, management by exception (active and passive), and laissez-faire are all transactional leadership aspects. Transformational leadership is a process in which a person interacts with others and establishes a bond that increases both the leader's and the follower's motivation and morals. This type of leader is aware of the needs and motivations of his or her followers and strives to help them achieve their greatest potential. The four characteristics of transformational leadership are idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. Transformational leaders are able to raise followers levels of consciousness to make them see the value and importance of organization goals (Bass, 1985 p.20). The successful transformative leaders require transactional abilities in order to effectively manage the day-to-day events that underpin the larger objective (Bartol & Martin, 1998). Groups show signs of maturation going through various stages of development proceeding through distinct stages of forming, storming, norming, performing and adjourning with the forming stage characterised by a great deal of uncertainty about the team's purpose, structure and leadership (Maples, 1988; Tuckman, 1965; Tuckman and Jensen, 1977). The degree to which members are attracted to a group, motivated to stay in the group, and mutually influenced by one another has been defined as group cohesiveness (Bartol & Martin, 1998).
SSRN Electronic Journal, 2021
Over 4,000 leadership studies have been undertaken over the last century, with hundreds of leader... more Over 4,000 leadership studies have been undertaken over the last century, with hundreds of leadership models and theories presented (Stogdill, 1974). Despite the fact that we have access to an enormous amount of leadership theory and research, there are few practical instructions. Nonetheless, interest in leadership—and the characteristics that distinguish a successful leader from one who fails—remains unabated (Luthans and Thompson, 1981).
The focus of this report is to share my experiences during the leadership challenge course at the University of Aberdeen. In so doing, I will be using leadership theory and concepts in analysing and evaluating the leadership case that I am presenting. Thinking concerning leadership has moved through three distinct periods or phases: The Trait phase, The Behavioural Phase, and The Situational Phase. These leadership theories can be characterized as transactional leadership approaches. Current thinking on leadership is on transformational leadership, authentic leadership and value-based leadership.
Leadership is about influence (Northouse, 2019). Influence is the ability to get someone to do something they otherwise would not do. One cannot be a leader without followers. In other words a leader is someone who attracts followers and retains followers irrespective of traits. Follower roles include graceful following where both are engaged and pay attention to one another; weak following where the follower is passive; self-serving following where the follower shows off being more interested in him/herself; fighting against the leader, and does not respect the vision of the leader; and a strong follower (chaleff, 2010).
Burns (1978) distinguished between two types of leadership: transactional leadership and transformational leadership. Transactional Leadership focus on the interactions that occur between leaders and their followers. Contingent remuneration, management by exception (active and passive), and laissez-faire are all transactional leadership aspects.
Transformational leadership is a process in which a person interacts with others and establishes a bond that increases both the leader's and the follower's motivation and morals. This type of leader is aware of the needs and motivations of his or her followers and strives to help them achieve their greatest potential. The four characteristics of transformational leadership are idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. Transformational leaders are able to raise followers levels of consciousness to make them see the value and importance of organization goals (Bass, 1985 p.20).
The successful transformative leaders require transactional abilities in order to effectively manage the day-to-day events that underpin the larger objective (Bartol & Martin, 1998). Groups show signs of maturation going through various stages of development proceeding through distinct stages of forming, storming, norming, performing and adjourning with the forming stage characterised by a great deal of uncertainty about the team's purpose, structure and leadership (Maples, 1988; Tuckman, 1965; Tuckman and Jensen, 1977). The degree to which members are attracted to a group, motivated to stay in the group, and mutually influenced by one another has been defined as group cohesiveness (Bartol & Martin, 1998).
Mind Maps are created in the same way how human natural thinking process works hence it brings ou... more Mind Maps are created in the same way how human natural thinking process works hence it brings out complete brain potential.
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Papers by Victor B I R I K O R A N G Danquah
The focus of this report is to share my experiences during the leadership challenge course at the University of Aberdeen. In so doing, I will be using leadership theory and concepts in analysing and evaluating the leadership case that I am presenting. Thinking concerning leadership has moved through three distinct periods or phases: The Trait phase, The Behavioural Phase, and The Situational Phase. These leadership theories can be characterized as transactional leadership approaches. Current thinking on leadership is on transformational leadership, authentic leadership and value-based leadership.
Leadership is about influence (Northouse, 2019). Influence is the ability to get someone to do something they otherwise would not do. One cannot be a leader without followers. In other words a leader is someone who attracts followers and retains followers irrespective of traits. Follower roles include graceful following where both are engaged and pay attention to one another; weak following where the follower is passive; self-serving following where the follower shows off being more interested in him/herself; fighting against the leader, and does not respect the vision of the leader; and a strong follower (chaleff, 2010).
Burns (1978) distinguished between two types of leadership: transactional leadership and transformational leadership. Transactional Leadership focus on the interactions that occur between leaders and their followers. Contingent remuneration, management by exception (active and passive), and laissez-faire are all transactional leadership aspects.
Transformational leadership is a process in which a person interacts with others and establishes a bond that increases both the leader's and the follower's motivation and morals. This type of leader is aware of the needs and motivations of his or her followers and strives to help them achieve their greatest potential. The four characteristics of transformational leadership are idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. Transformational leaders are able to raise followers levels of consciousness to make them see the value and importance of organization goals (Bass, 1985 p.20).
The successful transformative leaders require transactional abilities in order to effectively manage the day-to-day events that underpin the larger objective (Bartol & Martin, 1998). Groups show signs of maturation going through various stages of development proceeding through distinct stages of forming, storming, norming, performing and adjourning with the forming stage characterised by a great deal of uncertainty about the team's purpose, structure and leadership (Maples, 1988; Tuckman, 1965; Tuckman and Jensen, 1977). The degree to which members are attracted to a group, motivated to stay in the group, and mutually influenced by one another has been defined as group cohesiveness (Bartol & Martin, 1998).
The focus of this report is to share my experiences during the leadership challenge course at the University of Aberdeen. In so doing, I will be using leadership theory and concepts in analysing and evaluating the leadership case that I am presenting. Thinking concerning leadership has moved through three distinct periods or phases: The Trait phase, The Behavioural Phase, and The Situational Phase. These leadership theories can be characterized as transactional leadership approaches. Current thinking on leadership is on transformational leadership, authentic leadership and value-based leadership.
Leadership is about influence (Northouse, 2019). Influence is the ability to get someone to do something they otherwise would not do. One cannot be a leader without followers. In other words a leader is someone who attracts followers and retains followers irrespective of traits. Follower roles include graceful following where both are engaged and pay attention to one another; weak following where the follower is passive; self-serving following where the follower shows off being more interested in him/herself; fighting against the leader, and does not respect the vision of the leader; and a strong follower (chaleff, 2010).
Burns (1978) distinguished between two types of leadership: transactional leadership and transformational leadership. Transactional Leadership focus on the interactions that occur between leaders and their followers. Contingent remuneration, management by exception (active and passive), and laissez-faire are all transactional leadership aspects.
Transformational leadership is a process in which a person interacts with others and establishes a bond that increases both the leader's and the follower's motivation and morals. This type of leader is aware of the needs and motivations of his or her followers and strives to help them achieve their greatest potential. The four characteristics of transformational leadership are idealized influence, inspirational motivation, intellectual stimulation and individualized consideration. Transformational leaders are able to raise followers levels of consciousness to make them see the value and importance of organization goals (Bass, 1985 p.20).
The successful transformative leaders require transactional abilities in order to effectively manage the day-to-day events that underpin the larger objective (Bartol & Martin, 1998). Groups show signs of maturation going through various stages of development proceeding through distinct stages of forming, storming, norming, performing and adjourning with the forming stage characterised by a great deal of uncertainty about the team's purpose, structure and leadership (Maples, 1988; Tuckman, 1965; Tuckman and Jensen, 1977). The degree to which members are attracted to a group, motivated to stay in the group, and mutually influenced by one another has been defined as group cohesiveness (Bartol & Martin, 1998).