“Effectively Leading Organizational Change Efforts in Institutions of Higher Education” By R.M. Brown II, DBA (ABD), MBA, M.Ed.

The purpose of this article is to explore the vital role played by leaders of higher education institutions in guiding change within their organizations. An examination of relevant theoretical concepts and best practices will show how leaders in higher education can utilize various strategies to successfully lead organizational change efforts. Most importantly, visionary leadership, the engagement of stakeholders, effective communication, and the fostering of a culture that is supportive, are discussed. Finally, recommendations are provided for leaders to consider when faced with change initiatives in the higher education context.

Like any organization, institutions of higher education must continuously evolve so they can successfully meet the demands of the dynamic landscapes in which they operate. As a result, leaders of such institutions must effectively guide their followers through changes that are seemingly ever-present. This article will provide an analysis of how leaders in the higher education industry can manage change effectively. Information obtained from existing literature will provide insight into strategies that leaders can utilize to ensure that organizational change is successfully implemented.

Visionary Leadership

Fundamental to successfully guiding organizational change is the notion that leaders must be visionary; they need to have a clear vision of where their organization is, and where they want it to be in the future, and they must be able to effectively communicate that vision to organizational stakeholders. Northouse (2019) asserts that leaders who are visionary instill inspiration and motivation in their followers because they provide them with a sense of direction and purpose. For higher education institutions, this would ensure that the mission of the organization is not only understood but that proposed change initiatives align with the mission.

Stakeholder Engagement

Another critical aspect leaders must do to effectively lead change efforts is to engage organizational stakeholders. For change to be successful, it must have the support of and involvement of those who will be most affected by change; for institutions of higher education, this includes faculty, staff, students, alumni, etc. According to Kezar (2018), engaging stakeholders increases commitment levels and decreases resistance to change efforts.

By engaging stakeholders in planning and decision-making efforts, leaders can engage stakeholders. Some effective ways of engaging stakeholders are to include them on applicable committees and keep them abreast of updates through regular communication channels. When leaders allow stakeholders opportunities to voice their concerns and opinions on change efforts, they are instilling in them a sense of ownership and collaboration in the changes, and this is vital for the success of change implementation (2018).

Effective Communication

Leaders must communicate if they want to successfully implement change. The vision, goals, and progress of change efforts should be clearly and continuously communicated to stakeholders if leaders want their buy-in; Bolman and Deal (2017) state that being transparent about change will go a long way in establishing trust and reducing any uncertainties stakeholders may possess regarding organizational change.

Multiple channels of communication, including emails, meetings, and social media posts should be utilized so that all affected and applicable stakeholders are reached as it pertains to organizational changes. Furthermore, by providing consistent updates and feedback, stakeholder concerns can be addressed, and they can be informed about how changes are progressing. By being clear and open in their communication, leaders can be assured that everyone in the organization is working together toward achieving desired outcomes and goals.

Fostering a Supportive Culture

It is essential for leaders in higher education to create a culture within their organizations that is characterized by support if change is to be sustained. Innovation, collaboration, and continuous improvement must be encouraged by leaders, and such a culture, according to Schein (2010), can significantly shape how employees behave and feel about change in the workplace.

A supportive culture can be promoted in higher education when leaders recognize and reward employees who make contributions to organizational change efforts. Rewards, in this sense, can be in the form of providing opportunities for professional development, incentives, and giving public recognition. Furthermore, stakeholders should be provided with any resources necessary to assist them in adapting to new systems and processes that changes may bring about. Doing this not only increases the morale of employees but it also increases the chances of change efforts being successful (2010).

Recommendations

For leaders in institutions of higher education, the following recommendations are proposed should they wish to successfully guide change efforts: (1) Establish a Clear Vision: The vision for the future of the organization should be clear and captivating, and it should be in line with the mission and goals of the institution; (2) Engage Stakeholders: a sense of ownership and collaboration is fostered when stakeholders are involved in planning and decision-making processes; (3) Communicate Effectively: multiple channels of communication should be used to keep stakeholders in the loop about change processes and to address any concerns they may have; and (4) Promote a Supportive Culture: leaders must establish an environment that allows their followers to be innovative, collaborative, and encourages them to strive for continuous improvement.

Conclusion

Leaders play a vital role in guiding organizational changes within the higher education industry. Engaging stakeholders, continuously and effectively communicating, fostering a supportive culture, and using a visionary leadership style will help higher education leaders successfully navigate change initiatives. As with any industry, the role of leaders in higher education in change management will continue to be vital for the growth and success of their organizations.

References

Bolman, L., & Deal, T. (2017). Reframing organizations: Artistry, choice,

??????????? and leadership (6th ed.). Jossey-Bass.

Kezar, A. (2018). How colleges change: understanding, leading, and

??????????? enacting change (2nd ed.). Routledge.

Kotter, J. (2012). Leading change. Harvard Business Review Press.

Northouse, P. (2019). Leadership: Theory and practice (8th ed.).

??????????? Sage Publications.

Schein, E. (2010). Organizational culture and leadership (4th ed.).

??????????? Jossey-Bass.