The Woman Role in Change Leadership : دور المرأة في قيادة التغيير

There is no doubt that great leaders are created step by step through a set of continuous processes that support and refine their capabilities, and accordingly we find that most studies have confirmed that the characteristics of women leaders are not sufficient alone in activating their roles as much as the surrounding environment should help in that. She plays a prominent role in strengthening the conditions for empowering women and providing the necessary conditions for her creativity, whether through her leadership roles or her regular roles, the study aims to identify the role that women play at the level of leading change in various areas of life, whether economic, political, social, and other other fields, by identifying the most prominent leadership characteristics and the skills that they should have, and an attempt to evaluate these different characteristics and capabilities and stand On the extent to which these characteristics contribute to leading the change process in general at any level of the state or different institutions, and the study also aimed to identify the most important methods and strategies that women use in leading change, and the effect of these strategies on their ability to lead change, and the study did not stop. Up to that point, it also sought to highlight the most important challenges facing women in societies, as well as to address the comparison of leadership style between men and women, by relying on the descriptive approach and the analytical method for the contribution of both approaches in the researcher's point of view in achieving the basic purpose of this study, and the most prominent results were The study is that women have a prominent role in society in general, from their role in the family to their role in the highest leadership positions that take on Here, the study also proved that women have sufficient characteristics and qualities to qualify them to play a fundamental role in leading the process of change, and that they have the ability to carry out a set of different activities that lead towards change, whether those activities are related to the follow- up or development process and other activities that lead towards change on the one hand. The level of organizations and others, in addition to emphasizing that women are more cautious than men at the level of decision- making, but at the same time they are superior in terms of courage and ability to plan for the future, and in general, if women play a pivotal role in leadership, and therefore they can be described as fighting.

Leading Change without Formal Authority: The ICC model for the 21st century

Change seems to be a constant feature of the 21st century workplace. Successful organisations embrace change and make sure the personnel are valued, and that they remain engaged and motivated. Employers do not require to formally be in charge of a group of people to be called leader, but demonstrating leadership is an important feature for employees at every level of an organization. Women face a diverse range of difficulties in today’s workplace, and therefore this study aims to focus on the phenomenon of leading change without formal authority and develop a model for women to bring about change within their working climate. This conceptual research aims to identify novel connections between the concepts of leadership and feminism and in consideration of the features of the 21st century workplace. Reviewing the relevant literature particularly around the leadership qualities (drive, motivation, honesty, self-confidence, cognitive ability, and knowledge of the business) this study proposes dedication, political skill and sincerity as qualities of leadership without formal authority. Since, male and female personalities appear to be different in a number of aspects, the basic five personality qualities (known as the Big Five) are reviewed: neuroticism, extraversion, openness, agreeableness, and conscientiousness. Reviewing models of change as well as females’ qualities, this study suggests a model for leading change without formal authority including Identifying gaps, Connecting with emotions, and Committing to change (ICC model).

Leading change in health care: the challenge of anxiety

Purpose The purpose of this paper is to identify the centrality of anxiety in health care, especially in the context of leading change. It identifies the importance of emotional labour for clinical professionals and the resultant development of defensive routines. The idea of containment is central to addressing anxiety. Design/methodology/approach The approach involves identification of anxiety as a key factor in leading change in health care, but one which is often ignored. Findings Anxiety is the elephant in the room vis-a-vis leading change in health care. To address the use of defensive routines, a range of activities can act as “containers” for anxiety and help with leading change. Practical implications To lead change in health care implies addressing the existence and importance of anxiety and the emotional labour which health-care professionals undertake. Originality/value The existence of anxiety and the profound impact it has on leading change in health care has typically been under-estimated or avoided. The paper aims to remedy this.

A Compelling Beginning and More to Uncover

The article by Hastings and Schwarz, Leading Change Processes for Success: A Dynamic Application of Diagnostic and Dialogic Organization Development (OD), deserves close review by scholars and practitioners. Their research supports arguments that OD approaches can be meaningfully categorized as diagnostic or dialogic and that differences in those approaches have significant implications for organizational change success rates. Concerns about how one assesses a leader's mindset and counterpoints to the conclusion that oscillation between diagnostic and dialogic approaches is always associated with higher success rates are presented.