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Organizational Beliefs


Interview an influential leader within an organization of choice. Write a 1400-1750 word paper including answers to the following questions:

How does a leader utilize teams to change organizational beliefs, values, and attitudes to move the organization forward?

How would you design the team to align with the organizational beliefs, values, and attitudes?

– Elaborate on your personal discussion providing the insights you gained and your reasons for agreement or disagreement with the senior leader’s stance.
– Discuss how these ideas change the Team Model you developed, attached.
– Include a matrix in where you compare and contrast your interviewee’s ideas to this week’s review readings, below.

Review Readings:

Heath, H. (2006, June). Progress and variety in the community. Nursing Older People. 15(5), 16-18.

Markulis, P., Jassawalla, A.R., & Sashittal, H. (2006, January/February). The impact of leadership modes on team dynamics and performance in undergraduate management classes. Journal of Education for Business, 81 (3), 145-150.

Sitkin, S.B., Lind, E.A., & Siang, S. (2006, Fall Suppl. 1). The six domains of leadership. Leader to Leader, 2006, 27-33.

Van Der Heijden, B., & Verbaan, I.W.H. (2006). Team leaders’ motivational behavior and its influence upon team performance a study on self-perceptions and team members’ perceptions in a South African multinational. Journal of Transnational Management. 11(2), 31.

Zhang, Z., Hempel, P.S., Han, Y., & Tjosyold, D. (2007, November), Transactive memory system links work team characteristics and performance. Journal of Applied Psychology. 92(6), 1722-1730.

The paper must be detailed and supported by germinal and current research on the concepts of teams.

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Effective leadership is a key component of any organization that seeks to make strides in relation to its goals and achievements of its pre-set objectives. This is because such leadership seeks to inspire the organization’s vision of the future, inspire and motivate the workforce to engage with the vision, and to build and coach a team so that the team is as effective as can be in achieving the organization’s visions. Therefore, the aspect of inspiring change in an organization is key for the success of any leader. Inspiring change is a rigorous process that faces numerous hurdles as people are generally resistant to change. It is essential that a leader utilizes teams to impact an organization’s beliefs, attitudes, and values so as to steer the organization forward. Key to the success of the leader in impacting change and changing an organization’s beliefs and value system is the backing of other people therein, and this essay discusses how the teams enhance this entire process.

Leaders are well aware of the fact that the beliefs and value systems of an organization run deep but they may not be the pre-requisites for future success of the organization. With the dynamic social and economic world, it is very vital that leaders impact change to guarantee competitiveness and perpetual existence. The going concern of any organization is dependent on the ability of the leaders to confront the current attitudes, beliefs and values and withstand the very extreme operational pressures that make it hard for the organization to adopt the changes. Leadership concerns the bold moves that may not necessarily be popular so that the vision of the organization is fulfilled. Using teams would not only guarantee participation by all the key stakeholders of the organization in adopting and implementing the changes, but also drive better and more desirous performance (Schrein, 2004).

First, it is imperative to have an executive team in place that can buy in the vision and also seek to work with the leader in impacting change in the organization. The executive is the top brass of the organization and for the other stakeholders to be embracive of the desired change, it is imperative that the executive not only understand the need to change the belief and value system of the organization, but also be proponents of the same. The executive would be able to rally everyone behind the leader so that everyone gets on board with the vision of the leader and the organization’s need for change. Changing beliefs and values is a risky affair that the other stakeholders will only be partakers of once they are certain that the executive is willing to be participant in this activity. Dismal efforts by the leader to inspire change would breed cynicism and derail other future efforts to do the same.

Thereafter, the teams created should understand and value leadership development. This is achievable by developing the individual capacity of the leader and capability of the organization’s leadership. All the key people in the organization and even the subordinates need to support strongly the learning process and the needs of the organization in light of the changing world. Long-term employees, for instance, are usually a valuable asset to any organization because of the wealth of experience they bring to the table. However, they are in most cases the most rigid to changes related to beliefs and values of the organization. For them, it is imperative that hey embrace learning and have a new shared view regarding leadership development as that of the leader. Consequently, there will be better communication throughout the process as the stakeholders will give feedback and question assumptions. This participation is a fundamental element of change leadership. In this way, the teams will also align with the new proposed values and beliefs of the organization (Jackson & Ruderman, 1995.

The senior leaders’ team in place should also understand the importance of leadership at the top level in inspiring change. There are intricate details that need to be drafted concerning the beliefs, values and attitudes that need to be adopted by the organization. This teams, therefore, encompasses individuals are well aware of the needs of the organizations and should be among the first to embrace any desired changes for the betterment of the organization. There should be clarity in what ought to be adopted and what no longer serves the organization well. The senior leaders are tasked with improving the human element and building talent while at the same time altering the cultural elements associated with change leadership.

Tolerance of ambiguity and uncertainty by the senior team, executive team, and employee teams is also key to the success of the change-leadership. There are bound to be uncertainties in relation to human variables and business variables. All the teams need to be willing to dedicate time and other resources in embracing change and dealing with the challenges that come along the way. Changing attitudes is a critical step in the change process and this will be enhanced by the participation of these teams.