Literature Review: Team Management during Organizational Change

Literature Review: Team Management during Organizational Change Harold McMillan School of Business and Leadership, Liberty University Course Code: Course Name Instructor’s Name Submission Date Abstract The process of leading a team in organizational change presents leaders with unique challenges in today's work environment. This can be linked to resistance to change, conflict, low efficiency, as well as reduced enthusiasm. There are also areas where leaders often need to work on communication breakdowns, which may cause misunderstandings and turnout motives. This ranges from managing the demand of implementing new strategies, which, together with supporting current operations, is overwhelming and makes leadership forget some key processes. When transitioning, leaders should maintain team morale; otherwise, productivity and engagement would suffer significantly. High morale can make team players insistent and adaptive, easing the transition process since each is committed. Such a supportive atmosphere will help the leaders to move along the sensitive dimensions of organizational change. This paper will discuss how leading people toward shared success would be easier if a corporate leader embraced Kotter's eight-step model, situational leadership theory, and effective communication framework. Keywords: leadership, communication, evaluation, support Introduction Change in an organization aims to transform the work environment to meet the organizational needs. The team needs to incorporate conflict management, allowing the leader to ensure substantial logic and critical evaluation of information to make decisions. Change leaders are key figures during organizational change because they represent and transmit the organization's new image to other team members. This paper will discuss the challenges of leading a team during organizational change, the importance of maintaining high morale, Kotter’s 8-step model, the impact of situational leadership theory, and effective communication during organizational change. Leading a Team during Significant Change Every organization has a vision that it aims to achieve, and all operations within it align with that vision. As the organization’s management constantly analyzes its progress over time, it may become necessary to implement a change. According to Prince and King (2020), many organizations implement changes to adjust to the economic environment and improve their performance. However, leading a team during organizational change is a challenging task. Team members and most organization staff experience fear, stress, and anxiety during this time. Other employees will feel that the change and threat to their positions in the organization make it better to resist peacefully or take industrial action. Mixed signals about organizational change affect the ability of the organization to achieve its predetermined goals in time and maintain its optimum performance (Mdelwa, 2020). Krishnan et al. (2020) encourage leaders to always provide guidance and tools to maintain team cohesion. Employees should also get an equal opportunity to participate in implementing the change (Shift Coaching & Consulting, 2020). Humans must learn to face the downside of any change because it is inevitable. Challenges of Leading a Team During Organizational Change Change resistance Warrick (2023) values resistance to change as a significant factor determining whether the changes will succeed or fail. In today’s contemporary society, an organization’s ability to manage change resistance determines whether it will thrive or survive. Resistance to change is a natural human reaction, particularly when individuals feel uncertain about how the changes will affect their roles, responsibilities, and long-term prospects. One of the causes of resistance is fear of the unknown. Many employees who have become comfortable with a company's current standards of operations will be uncertain about what the future holds for them, especially when they do not understand the rationale for the changes. Fear of the unknown among employees can manifest in various ways. Some employees can comfortably raise their concerns vocally. Other employees who fear publicity will engage in subtle forms of non-compliance. McLaren et al. (2023) also report that employees who have grown comfortable with the existing practices may resist change because it disrupts their routine and introduces unpredictability. For instance, computer-illiterate employees may oppose integrating computers into the workplace because of job insecurity. The older generations are often reluctant to embrace new ideas because of the inability to quickly adapt to the current trends (Tudorie, 2023). This explains why organizations prefer employing younger employees because of the ease of adapting to changes. Individuals accustomed to the current ways of working may feel threatened by new processes or technologies, particularly if they believe their skills are no longer relevant. This resistance can be particularly strong in long-serving team members who have invested years in mastering their roles and are reluctant to start anew with unfamiliar processes. Change resistance also stems from the impacts of suggested plans on team dynamics and productivity. As some team members resist, tensions can arise between those who embrace the change and those who oppose it, leading to divisions within the team. Babu and Venkatesan (2024) analyzed the impact of remote work schedules on organizations after COVID-19. Restricting the movement of goods and people during the recent pandemic forced businesses to consider other work arrangements that will allow them to remain active. Remote work arrangements faced many challenges in the initial phases of implementation. However, many organizations currently appreciate the positive impact of remote work on employees' work-life balance and its input in improving revenues. Moreover, when a significant portion of the team resists the change, it can create a negative atmosphere, leading to lower morale and disengagement (Oyefusi, 2022). Top leadership should address resistance from the employee Conflict management Leading a team during an organizational change is characterized by numerous conflicts. As individuals process the change differently, their perspectives and reactions can clash, leading to disagreements and strained relationships. According to Oyefusi (2022), employees who feel that the decisions are inappropriate for the company may have a bad attitude towards work, eventually affecting the business. Conflicts arising when implementing a major change in an organization stem from how the various dynamics influence the performance and productivity of employees. It must be noted that a prolonged state of uncertainty that usually accompanies an organizational change eventually increases conflicts. When the future is clear, team members may feel relaxed about their job security, roles, or responsibilities. Anxiety in the workplace forces employees to start going over and beyond to gain recognition from the top management. Instances of employees spying on each other and reporting any perceived inappropriate behavior to the management may increase during this period. Leaders must navigate the delicate balance between allowing differing opinions to be heard and maintaining team cohesion. Schuster (2020) ties a successful implementation of organizational change to team cohesion. This means that a united tea is more likely to undergo an organizational change smoothly. However, effective leadership is key to maintaining cohesion during this time. When employees have leaders who work together with team members and respond immediately to their concerns, the organization will have a smooth transition. Encouraging open dialogue and providing a platform for team members to express their concerns can prevent conflicts from escalating. Leaders must also ensure that these discussions remain constructive and focused on finding solutions rather than becoming contentious or divisive. Team cohesion during periods of change can be enhanced by emphasizing the common goals and benefits of change rather than allowing disagreements to dominate the narrative. Low Efficiency and Enthusiasm During periods of organizational change, leaders often need help with declining efficiency and enthusiasm among team members. As employees adjust to new processes or expectations, their productivity may decrease temporarily, and their enthusiasm for the change may wane. Damawan and Azizah (2020) discussed how individual factors like motivation and situational factors like increased job security play a role in resistance to change. For instance, a manager who realizes that the proposed changes will scrap off their position in the organization will work with a different enthusiasm than before. This usually happens when a business is downsizing or reshuffling administrative duties. When morale is low, employees may also be more prone to absenteeism, which contributes to team inefficiencies. Leaders must recognize the signs of declining morale and address them before they affect overall team output. Clear communication, setting realistic expectations, and offering support during the transition can help mitigate the negative effects of low morale. Prolonged and challenging transition periods during organizational change present risks of burnout and disengagement. An organization's burnout is characterized by physical and emotional exhaustion and a reduced sense of accomplishment. Disengagement occurs when employees lose interest in their work or no longer feel connected to the organization's goals. Disengaged employees may put in minimal effort, leading to lower-quality work and a lack of initiative. Colombo et al. (2023) reported that resistance to change was positively related to exhaustion, whereas change beliefs are negatively associated with exhaustion. This study analyzed the impacts of changes among law enforcement officers and compared them to those of other working classes. Police officers had higher levels of exhaustion and lower positive change beliefs compared to workers in other roles. The study also found that women have higher exhaustion levels than men. Effects of organizational change vary according to professional context, as seen in the police department. Newly appointed leaders and the existing management in organizations should seek better ways to address employee burnout and disengagement when implementing changes. Importance of Maintaining High Morale Team morale is a key consideration when implementing new changes in an organization. Maintaining high morale during organizational change is essential for ensuring a smooth transition, fostering adaptability, and preserving productivity within a team. Team morale is directly related to how the organization treats its employees and the leadership style used in the organization. Leaders must prioritize morale as a key factor in successfully implementing organizational changes, using various strategies to provide emotional and practical support to their teams. Role of morale in navigating change Morale is critical in influencing motivation and adaptability during organizational change. In Coffey’s (2021) study on strategies to increase employees’ morale, it was evident that organizations will experience a decrease in productivity, profitability, and sustainability when employees are not adequately motivated. The main approaches for increasing employee morale that were analyzed in the study include employee engagement, effective communication, and employee reward. When employees are engaged and their spirits are high, they are more likely to approach new tasks with energy and enthusiasm. High morale among the workers will motivate them to learn new skills and contribute towards a smooth transition during organizational change. On the other hand, low morale dampens motivation and disconnects employees from their work. This means they will be less inclined to put forth their best efforts during this challenging period for the organization. The relationship between morale and commitment is also significant during organizational change. Kerangani (2023) investigated the relationship between workplace changes and employee morale in Western Kenya private universities. The workplace changes noted in the study were related to technology, transfer of employees, marketing goals, work goals, communication methods, and operation costs. Three hundred thirteen workers were given questionnaires that covered the areas above. The study found that technological changes have a positive relationship with the university staff's morale and accounted for approximately 50% variance of the morale of the study participants in their workplaces. Chang in communication, change in work goals, and employee transfer had a negative impact on employee morale. The study concluded that workplace changes significantly impact employees’ morale, and private universities should prepare their staff in advance before changes in goals, communication, and transfer to other university branches. High morale strengthens employees' loyalty and dedication to the organization, as they feel valued and supported during times of change. When employees believe their leaders prioritize their well-being and provide clear communication, they are more likely to remain committed to the organization's goals (Kerangani, 2023). In contrast, low morale can dampen motivation, causing employees to feel disconnected from their work and less inclined to put forth their best efforts. Moreover, employees who feel supported and appreciated are generally more open to change, trusting that their leaders will effectively guide them through the transition. Suppose the organization’s leadership adequately supported its employees during tough economic times; they will be more willing to accept change as a show of gratitude. When team members are motivated and adaptable, they can respond positively to challenges, collaborate effectively with colleagues, and find innovative solutions to problems that arise during the change process. Strategies to boost morale Given the importance of morale during organizational change, leaders must actively employ strategies to motivate and engage their teams. Coffey (2021) studied the best approaches for increasing the morale of employees. The study recommends that business leaders prioritize open communication through phone calls, face-to-face meetings, emails, and yearly performance reviews. This approach ensures that employees feel that the top management is monitoring their input into the company. Any promotion or salary increment will be based on tangible data. Employees who are engaged and rewarded according to their performances will contribute their skills and time to improve the organization’s productivity (Li et al., 2021). Effective communication is key in providing emotional and practical support to employees. Change can be stressful, and employees may experience anxiety, uncertainty, or fear about the future. A culture of empathy recognizes that employees’ emotions should be recognized, and they need a supporti...