Reference no: EM133661447

Question 

I think that the three most effective strategies to motivate employee's when leading change are transforming and delegating leadership and creating high trust through communication. As we have learned throughout this course, change is hard. Creating organizational change is even more difficult. According to Harrison (2021) transforming leaders inspire strategic awareness, empowers employees, focuses on quality, and increases moral. Delegating leaders have a commitment to vision, conducts leader mentoring, provides feedback, and improves motivation (Harrison, 2021). I have learned through many years of leadership that creating high-trust through communication is very important. According to Clair-Ross (2020) high-trust through communication can be gained by explain why the change is needed, focus on organizational purpose and values, who will staff be affected by the change, reset the destination, and provide clear expectations. Defining cons for these three strategies is difficult, but everything has a pro and a con in some way. A con for transformational leaders is that this style may lead to favoritism or give the impression of favoritism. Part of being a transformational leader is to mentor members of the team, but someone people are more appropriate to be leaders or higher performers in general. If the leader engages more with those people and less with others, favoritism is seen by the rest of the team. A con for delegating leaders is a lack of oversight can occur due to allowing employees to do their work without follow up. High-trust through communication can have too much communication which can lead to burn out and employee's tuning out communication if the same message if repeated. One pro for both transformational and delegating leaders is that those leadership styles give employee's the empowerment to learn and grow if he/she chooses to do so. Also, both leaders allow employees to exceed or fail performance expectations. This will allow leaders to focus on poor performers to keep them motivated. I strongly believe that if the why is communicated clear enough and employee's trust their leaders, change is much easier than the reverse. So, by creating trust through strong communication, employees understand why change is needed and trust that their leader has their and the organizations best interest in mind.