Critical Literature Review

This week, you will research relevant literature for the Module Project. Your task will be to review research from a range of scholarly articles that relate to leadership and change management.
A literature review is a discussion of the published information on your topic area. A literature review is not a descriptive summary of a series of articles or an annotated bibliography. A good literature review will look at the research that has been done and synthesise or pull together those elements that are similar or most pertinent to your issue of concern relating to organisational change. What you are building is a picture of the state of knowledge on which your analysis will be built. What did the authors find, how is it relevant to your issue, etc.? It should survey, synthesise, critically analyse, and present the literature so that your readers see that you have a deep understanding of your subject area, and that you are able to clarify links where your own ideas fit into and add to an existing knowledge base.
The Royal Literary Fund (2017) set out some key qualities of a good literature review:
• identifies gaps
• avoids reinventing the wheel
• builds on a foundation of existing knowledge in the field
• identifies people working in the same area
• demonstrates an in-depth knowledge of the field
• identifies important work in the field
• provides intellectual context and enables positioning of new work in the field
• identifies contrasting viewpoints
• clarifies a different perspective on new work in the field

Your literature review should demonstrate that you have a good understanding of state of knowledge relevant to your subject from the literature you found. If there are differing points of view about a matter, each of those should be addressed in your literature to provide a full perspective of the issue.

To complete this Assignment:
Submit an approximately 750-word critical literature review on leading change including at least three articles in which you demonstrate an understanding of key concepts and synthesise, compare and contrast key ideas from the literature on leading and managing change.

Articles on leading change

Millar, C., Hind, P. & Magala, S. (2012) ‘Sustainability and the need for change: organisational change and transformational vision’, Journal of Organizational Change Management, 25 (4), pp.489-500, [Online]

Năstase, M., Giuclea, M., & Bold, O. (2012) ‘The Impact of Change Management in Organizations - a Survey of Methods and Techniques for a Successful Change’, Review of International Comparative Management / Revista De Management Comparat International, 13 (1), pp.5-16.

Oakland, J.S. & Tanner, S.J. (2007) 'A new framework for managing change', TQM Magazine, 19 (6), pp.572-589, [Online].

Sirkin, H.L, Keenan, P. & Jackson, A. (2005) 'The hard side of change management', Harvard Business Review, 83 (10), pp.108-118.

Werkman, R. (2010) ‘Reinventing organization development: how a sensemaking perspective can enrich OD theories and interventions’, Journal of Organizational Change Management, 10 (4), pp.421-438, [Online].

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These solutions may offer step-by-step problem-solving explanations or good writing examples that include modern styles of formatting and construction of bibliographies out of text citations and references. Students may use these solutions for personal skill-building and practice. Unethical use is strictly forbidden.

Change management is used to describe essential changes to an organization’s existing business processes, approach, or philosophy. The goal of change management is improving the overall operations of an organization. Leading change management requires providing workers with a clear vision of the need for the change as well as offering them with a strategy on how to implement and anticipate expected outcomes. For change management to be successful, the leadership must involve the participation and input on every single unit in the organization to streamline new changes as well as accurately integrate them into the new business process model.

Millar, Hind, & Magala (2012) note that at the individual level, several factors influence stakeholders’ perspective on sustainable change management. Researchers pointed out that these factors include differences in education and culture on personal levels. Culture remains the most prominent factor in change management literature. Leading cultural change requires a careful blend of practice and theory to give rise to smarter decision-making processes related to cultural change activities. As a result, it is essential for leaders to understand the need for improved cultural change within organizations and apply cultural theory as well as organizational development strategies that are drawn from behavioral sciences....

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