LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

Grand Canyon University LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?-Step-By-Step Guide

This guide will demonstrate how to complete the Grand Canyon University LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns? assignment based on general principles of academic writing. Here, we will show you the A, B, Cs of completing an academic paper, irrespective of the instructions. After guiding you through what to do, the guide will leave one or two sample essays at the end to highlight the various sections discussed below.

How to Research and Prepare for LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?                         

Whether one passes or fails an academic assignment such as the Grand Canyon University LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns? depends on the preparation done beforehand. The first thing to do once you receive an assignment is to quickly skim through the requirements. Once that is done, start going through the instructions one by one to clearly understand what the instructor wants. The most important thing here is to understand the required format—whether it is APA, MLA, Chicago, etc.

After understanding the requirements of the paper, the next phase is to gather relevant materials. The first place to start the research process is the weekly resources. Go through the resources provided in the instructions to determine which ones fit the assignment. After reviewing the provided resources, use the university library to search for additional resources. After gathering sufficient and necessary resources, you are now ready to start drafting your paper.

How to Write the Introduction for LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?                       

The introduction for the Grand Canyon University LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns? is where you tell the instructor what your paper will encompass. In three to four statements, highlight the important points that will form the basis of your paper. Here, you can include statistics to show the importance of the topic you will be discussing. At the end of the introduction, write a clear purpose statement outlining what exactly will be contained in the paper. This statement will start with “The purpose of this paper…” and then proceed to outline the various sections of the instructions.

How to Write the Body for LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?                       

After the introduction, move into the main part of the LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns? assignment, which is the body. Given that the paper you will be writing is not experimental, the way you organize the headings and subheadings of your paper is critically important. In some cases, you might have to use more subheadings to properly organize the assignment. The organization will depend on the rubric provided. Carefully examine the rubric, as it will contain all the detailed requirements of the assignment. Sometimes, the rubric will have information that the normal instructions lack.

Another important factor to consider at this point is how to do citations. In-text citations are fundamental as they support the arguments and points you make in the paper. At this point, the resources gathered at the beginning will come in handy. Integrating the ideas of the authors with your own will ensure that you produce a comprehensive paper. Also, follow the given citation format. In most cases, APA 7 is the preferred format for nursing assignments.

How to Write the Conclusion for LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?                       

After completing the main sections, write the conclusion of your paper. The conclusion is a summary of the main points you made in your paper. However, you need to rewrite the points and not simply copy and paste them. By restating the points from each subheading, you will provide a nuanced overview of the assignment to the reader.

How to Format the References List for LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?                         

The very last part of your paper involves listing the sources used in your paper. These sources should be listed in alphabetical order and double-spaced. Additionally, use a hanging indent for each source that appears in this list. Lastly, only the sources cited within the body of the paper should appear here.

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LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

According to the textbook, people are more motivated when “they are shown a truth that influences their feelings” than they are by analysis. Discuss the relevance of this statement for organizations growing and responding to change. What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

A Sample Answer For the Assignment: LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

Title: LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

The view that individuals are more driven when shown a truth that influences their feelings than by analysis carries relevance for organizations growing and responding to constant change. Kotter and Cohen (2002) states “the flow of see-feel-change is more powerful than that of analysis-think-change. The distinctions between seeing and analyzing, between feeling and thinking, are critical because, for the most part, we use the latter much more frequently, competently, and comfortably than the former.” As organizations are becoming more dynamic by addressing the need to stay up on the newest trends of their industry they must have an understanding that being effective in managing emotions of others is crucial.  While emotions can be an influential motivator, it is essential to aim towards a balance between emotional resonance and analytical thinking. According to Huyer  (2014), “collaboration can work if people really have an opportunity to participate and provide input into change.”   Leaders have a responsibility to honor stakeholder concerns, regardless of whether they are based on feelings or analysis. When stakeholders express concerns that are mainly driven by emotions, it is imperative for leaders to create a space for open dialogue and active listening. Leaders should validate and acknowledge these concerns, demonstrating empathy and understanding. They should also encourage stakeholders to express their feelings while providing additional information, insights, or analysis to address any potential misconceptions or fears. By engaging in genuine and transparent communication, leaders can build trust and ensure that stakeholders’ concerns are addressed appropriately. All in all, by recognizing and managing emotions effectively, leaders can create an environment that encourages engagement, supports stakeholders, and ensures that emotional responses are considered alongside rational analysis in decision-making processes.

References:

Huyer, D. 2014. Leading change through vision. Leadership Excellence. Vol.31 Issue 6, p19-19.

Kotter, J. and Cohen, D.  2002. The Heart of Change: Real-life stories of how people change their organizations. Harvard Business Review Press.

LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

According to the textbook, people are more motivated when “they are shown a truth that influences their feelings” than they are by analysis. Discuss the relevance of this statement for organizations growing and responding to change. What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

A Sample Answer 2 For the Assignment: LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

Title: LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

I believe that statement above is a true statement when it comes to individuals performing and being motivated to perform at their highest level. The feelings of individuals and their actions influence how they want to perform and grow in specific situations. When it comes to change it is a natural feeling to be scared and unsure of what the change will do to a company specifically. As a leader, the sole responsibility is to reassure the employee’s that this change is going to be a positive impact on the company. It’s is always important to make sure that you are in communication with your team to ensure that during times of change they are all kept in the loop. This will allow you as a leader to listen to their feelings and address any concerns that your employees or stakeholders may have.

Laurie K. Lewis, An Organizational Stakeholder Model of Change Implementation Communication, Communication Theory, Volume 17, Issue 2, May 2007, Pages 176–204, https://doi.org/10.1111/j.1468-2885.2007.00291.x.

A Sample Answer 3 For the Assignment: LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

Title: LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

Wow! What a wonderful second week of class! I continue to enjoy how engaging and interactive the class is. I look forward to continuing this level of engagement in discussions moving forward.

To summarize, this week covered key elements regarding the concept and evolution of organizational development and change initiatives, including:

1. Examined the connection between an organization’s mission and its change initiatives.
2. Discussed the roles of leaders in the visioning process.
3. Predicted the impact of change on internal stakeholders at the various levels of the organization.

Again, thank you for your contribution to our discussion forums for Week 2. I look forward to continuing our discussion as we move into Topic 3.

A Sample Answer 4 For the Assignment: LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

Title: LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

Organizational vision and mission can provide sense of purpose and possibly establish the reason creation of an organization. It is important for organizations to have a vision and enthusiasm to be able to establish long- and short-term goals. Having a vision and enthusiasm also creates motivation among stakeholders.

Leaders trying to create change within an organization must have a great vision as part of their strategy. The leader’s focus is to create the vision that will be able to keep the audience engaged and excited. It is important that the vision incorporates the organizational values, so the stakeholders can understand and support. The vision also provides a strategic road that the organization should follow to achieve its goals. A leader’s role must be able to incorporate a sense of fairness, honesty, and humility.

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Leaders must understand that change will be difficult, and stakeholders will be affected differently. That is why it is so important to encourage the stakeholders to take ownership in the change. Some stakeholders will be confused, scared, shocked, frustrated, or indifferent that is why it is extremely important for efficient and constant communication. Stakeholders need to feel that they are being involved and part of the decision making. Leaders must be able to manage change from the start of the planning process and involve the team in that process and by doing so it will create a huge impact on the organizational change.

References

Forbes. (2020). How To Smooth The Process Of Change In Organizations. https://www.forbes.com/sites/forbeshumanresourcescouncil/2020/02/12/how-to-smooth-the-process-of-change-in-organizations/?sh=1ed01d4cf516

A Sample Answer 5 For the Assignment: LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

Title: LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

Some people are affected or get excited by emotion. That is why it is so important for leaders to show their employees all the positive reasons to make the change and trigger their emotions. Some people get mentally stimulated by logic, but logic is not enough to be able to make the change possible. Organizations must be able to recognize that emotion “feelings” and logic work hand in hand. Even though logic can prove that making a change can be beneficial an employee’s response to change can be anything but logical. Employees find change scary because they worry about the unknown, it causes anxiety about job security, failing in their new role or losing control in their new environment. This is where the organization must be able to reprogram their employees by planning, providing honesty, self-reflections, enthusiasm, commitment, ownership, and constant communication to their stakeholders. The organization must find a way to foster the change in a manner that demonstrates the long-term success to all stakeholders when incorporating the change and touching on their emotions. Organizations must be able to address concerns about how the change is going to positively impact what they are doing, how it is being done and reduce the amount of resistance. By clarifying the vision of the new organizational culture will provide each stakeholder a sense of belonging and ownership in the organizational change. Both thinking and feeling are necessary and present in successful organizations.

References

Kotter, J. P. & Cohen D. S. (2002). The heart of change: Real life stories of how people change their organizations. Harvard Business Review Press.

The Need for Change Management. (2015). Managementstudyguide.com. https://www.managementstudyguide.com/need-for-change-management.htm

A Sample Answer 6 For the Assignment: LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

Title: LDR 615 Topic 2 DQ 2 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

Healthcare organizations have gone through a transformation in the last twenty years, improving efficacy and safety (Maijala et al., 2018). Successful implementation of organizational changes or growth is attributed to strong leadership and managerial skills. Although, at times, sometimes change is necessary to keep up with the current market, employees want to know why is it happening and how will it affect them? It is understandable why some people get a surge of emotions, and leadership must be able to address those feelings.

People are more motivated when “they are shown a truth that influences their feelings” than they are by analysis. This statement is relevant for organizations growing and responding is especially in large-scale organizational change, where you are dealing with new technologies, mergers and acquisitions, restructurings, new strategies, cultural transformation, globalization, and e-business–whether in an entire organization, an office, a department, or a work group. In an age of turbulence, when you handle this reality well, you win. Handle it poorly, and it can drive you crazy, cost a great deal of money, and cause a lot of pain. (Kotter & Cohen ,2012)

To make organizational changes as painless and as successful as possible, everyone should not only feel included, but are also on board with trusting the process. The following steps are necessary to ensure this happens:

• Highly successful organizations know how to overcome antibodies that reject anything new. They know how to grab opportunities and avoid hazards. They see that bigger leaps are increasingly associated with winning big. They see that continuous gradual improvement, by itself, is no longer enough.

• Successful large-scale change is a complex affair that happens in eight stages. The flow is this: push urgency up, put together a guiding team, create the vision and strategies, effectively communicate the vision and strategies, remove barriers to action, accomplish short-term wins, keep pushing for wave after wave of change until the work is done, and, finally, create a new culture to make new behavior stick.

• The central challenge in all eight stages is changing people’s behavior. The central challenge is not strategy, not systems, not culture. These elements and many others can be very important, but the core problem without question is behavior–what people do, and the need for significant shifts in what people do.

• Changing behavior is less a matter of giving people analysis to influence their thoughts than helping them to see a truth to influence their feelings. Both thinking and feeling are essential, and both are found in successful organizations, but the heart of change is in the emotions. The flow of see-feel-change is more powerful than that of analysis-think-change. These distinctions between seeing and analyzing, between feeling and thinking, are critical because, for the most part, we use the latter much more frequently, competently, and comfortably than the former.

When we are frustrated, we sometimes try to convince ourselves there is a decreasing need for large-scale change. But powerful and unceasing forces are driving the turbulence. When frustrated, we sometimes think that problems are inevitable and out of our control. Yet some people handle large-scale change remarkably well. We can all learn from these people. CEOs can learn. First-line supervisors can learn. Nearly anyone caught up in a big change can learn. (Kotter & Choen, 2012)

If all the steps are followed and a great leader has been chosen to lead the changes, the organizational transformation should happen with very few if any problems. That is where true leadership comes in. Most of us recognize that the job of leaders is to inspire. That is what establishing urgency accomplishes; it paints the picture. What will happen if we don’t change? Why is all of this pain, anxiety, fear, stress, and confusion necessary. What will be the advantage if we do change? Is it worth it?

In the organizational change process we need to be sure to paint the complete picture. That is, what will be the impact on the organization if we don’t change, and especially, what will be the impact on the employees if we don’t’ change. Change is personal. Organizational change is important in that it explains the need for the “whole” to change, but it is imperative that the individual is clear of the need for them to change.

The leader of the “change team” should make sure that all stakeholders, that will be impacted by the changes, have been considered. To make sure that the feelings of stakeholders are taken into consideration, the leader must ensure empathy, fairness, trust, and loyalty inside the organization. The organization should be able to communicate freely.

References:

Donovan, M.(2008 August 21): Understanding The Heart of Change Harvard Business Review

https://hbr.org/2008/08/understanding-the-heart-of-cha

Kotter, J.P., & Cohen, D.S. (2012): The Heart of Change: Real Life Stories of How People Change Their Organizations Harvard Business Press

https://bibliu.com/app/#/view/books/9781422187340/epub/OEBPS/Text/cover.html#

Transforming Leadership (2018 August 13): Effective and Lasting Change

https://www.tleadership.com/2018/08/13/effective-and-lasting-change/