Module 5 DQ 2-3: Skills of Dialogue, Kotters Change Leadership Model

Module 5 DQ 2 and DQ 3
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Module 5 DQ 2
The concepts or skills of dialogue define the necessity to change the leadership of organizations for better performance and strategic planning that in the past was a complex and often labor-intensive and time-consuming process. Many large corporations had internal organizations devoted to managing this process. The binders and plans they produced; however, were often so complex and so difficult that they remained on the shelves of executive officers collecting dust as leaders identified totally different courses of action they considered more doable. The very nature of the leadership role changes as leaders focuses on ensuring learning, change, and adaptability as opposed to focusing on creating the next new product or entering the next new market (Cunningham & Flye, Jr., 2014).
This new change of leadership model needs to focus on creating an organizational culture that will enable the realization of the strategy. Leadership requires selecting the best approaches to envision and craft a new and better future. Crafting a vision for the future begins by having clarity around the current organization and its capabilities. Change leaders can create a culture of change and adaptability by establishing a culture of learning often called a learning organization. Learning organizations are one way to create the flexibility and adaptation needed in today's organizations, leaders, and employees (Barrett, 2012).
Module 5 DQ 3
Kotter’s 8 step change leadership model has eight collective factors that are agents of change and the model initiate a campaign for change that employees buy through the persuasion of the managements. Kotter’s 8 step change leadership model has shared values and strategies and creates short term goals while empowering the staff to fasten the necessity for change. The model provides easy and stepwise processes fo...