Potential Barriers to Change and Mitigation Strategies

Potential Barriers to Change and Mitigation Strategies
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Organizational change refers to attempts or sequences of attempts to modify the company's technology, work processes, or structure to achieve a desired state. Virtually all companies, including recruitment agencies, undergo some type of change to remain to solve existing operational issues and remain viable. As noted in Critical Thinking Assignment 2, the recruitment entity struggles with communication breakdown, undermining its capacity to execute hiring processes effectively because employees lack morale and unity of purpose. Although transformational leadership is the change that needs to be implemented to derive the required states and deal with potential organizational failure, barriers to effective change execution emerged as critical issues that needed to be clearly delineated. This paper addresses situational and individual barriers to transformational leadership model change implementation and strategies to overcome or address the barriers.
Barriers to Transformational Change Implementation
The factors contributing to change resistance can be categorized into personal and situational factors. Personal or individual factors that prompt resistance to the shift from bureaucratic leadership models to transformational leadership could be a lack of confidence in the latter to solve communication and low morale issues. Employees develop a fear of the unknown when they have confidence in themselves, especially regarding whether the change will positively impact the organization and them personally. In addition, low self-stability issues could contribute to resistance to the transformational leadership model. The low self-stability implies that the staffs are unable to control themselves consciously, leading to detrimental behaviors that harm the recruitment agency and others, resistance to change being one such mannerism. The other potential barrier to transformational leadership change implementation derives from increased stress levels. It is fundamentally because organizational changes might potentiate pressure on the workers. Besides, the change resistance is not only for the recruitment agency but also for its implications, for example, salary cuts, status, and loss of comfort (Darmawan & Azizah, 2020). Therefore, increased stress contributes to the likelihood of employees resisting the change in the organization.
Personal misunderstanding relates to individual attitudes towards the change. Many factors could influence it, including ineffective communication or lack of organizational transparency. For instance, communication could provide negative and positive information to the workers concerning the need to implement transformational change promptly. Personal misunderstanding can also be influenced by a lack of open communication between workers regarding their capacity to hold the recruitment agency accountable for the new policies and practices. In addition, change can be anticipated or unanticipated. Anticipated change entails proactively discovering issues within the company that need improvement to achieve desired states. Unanticipated change derives from external forces, thus prompting entities to react quickly and flexibly to augment sustainability. However, personal misunderstanding about the factors driving the need for the change could lead to adverse reactions, thus curtailing new practices implementation (Khaw et al., 2022). Anticipated and unanticipated changes boost employees' uncertainty and confusion, implying the need for shared understanding to ensure change implementation success.
Recruitment agencies struggle to hire or implement changes due to a lack of clarity. Improvement efforts such as transformational leadership models emphasizing effective communication and accountability are increasingly reaching a point of diminishing returns, culminating in employee resistance to change. Greater clarity is the answer to this problem. Organizational leaders should promote clarity about the need for change and how transformational leadership could augment workplace performance – productivity and profitability – as...