Gill's Model of Change Management

Gill presents a model of change leadership that tries to incorporate some of latest concepts of leadership into factors that lead to successful change. Five factors are identified as being essential for change (1). These factors are (a) vision, (b) values and culture, (c) strategy, (d) empowerment, and (e) motivation and inspiration. Through these values that organizations realize change in a constructive manner.

Vision, as in Business Vision, is the overarching aim or goal of an organization (2). By providing vision, the leader gives their personnel the place they are trying to go towards. Without vision, the organization is guideless, without direction. Personnel without direction will find direction themselves.

Values and culture are defined as principles that guide an organization (1). A leader must cultivate the values that they want exemplified by their organization, disapproving those which hinder the vision and run contrary to what would assist the vision. As a farmer, this cultivation must be judicious, patient, and timely.

Strategy is the method that the vision will be realized (1). The leader must create the plan as it were, building a roadmap that will help direct the organization. Strategy formation is important, but imparting the strategy is even more so (Coveney, 2004, Personal Communication). By letting the organization know the strategy, the benefit of the organization knowing what to do and why is much greater than harm caused by the competition knowing (Coveney, Personal Communication).

Empowerment is allowing the personnel of the organization the ability to accomplish their job task with the minimum of interference (1). This is not just providing the responsibility of accomplishing a goal, but the resources and authority to do such (1). This is where attempts at empowerment fail, where staff are held responsible for things that are outside their power to accomplish (Coveney, 2003, Personal Communication).

Finally, motivation and inspiration is the intangible ability of leaders to encourage those they lead (1). Through personal skill and oratory ability, a leader heartens their charges and drives those charges forward (1). Thusly, the leader becomes the driving force for change within an organization.

Through these five factors, leaders successfully implement change. Each factor is vital, being a tool of a leader. A leader must divine how to fulfill each factor as an intrinsic personal need. Not doing so will cause trouble for the implementation of change.

References
1. Gill, R. (2003). Change management – or change leadership? Journal of Change Management 3(4).
2. Corporate vision. (2006). In BUSINESS: The Ultimate Resource - Dictionary of Business and Management. London: A&C Black. Retrieved July 15, 2009, from http://www.credoreference.com.library.capella.edu/entry/ultimatebusiness/corporate_vision