LDR 615 Topic 2 DQ 2

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?

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?

Hello class,

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.

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Hi Everyone,

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.

Dr. E


Good evening, Dr. E,

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.


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


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.


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


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.

According to Kotter and Cohen (2002), individuals are highly motivated to engage in change when presented with factual information through a strategy that influences their behavior rather than unilateral analytical details. For example, stating that wearing masks reduces infection transmission rates by 17% represents factual data and the purpose for performing a task routinely. However, the information does not elicit an emotional response from the individual, motivating them to engage in this infection control behavior strictly. Emotions, on the other hand, are a motivational catalyst for change. For example, discussing the hardships experienced by individuals after their family member died from a contagious infection that likely resulted from failures in infection control standards is more likely to elicit an emotional connection and gain compliance. The emotional connection triggers the individual’s natural instincts and motivates action. Leaders are responsible for considering current statuses and changes’ impact on an organization’s stakeholders, including all staff, customers, shareholders, and communities. Although emotions are highly influential toward decision-making, there must also be a balance that considers financial costs, the need for urgency, and the overall impact sustained by an organization in the presence or absence of a change initiative. Developing change initiatives with a service-oriented vision facilitates team engagement, thereby driving the change and mitigating costs as a consequence of high-quality service.


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

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