Reflection On Effective Change Leadership

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Fullan (2011) provided a framework for effective change leadership consisting of six key insights. The first two elements provide the foundation of the change framework. First, effective change leaders must understand that practice drives theory. Those committed to change leadership use value over practice over theory in that they use practice as an opportunity to learn (Fullan, 2011). According to Fullan (2011), change leaders “never go from theory to practice or research evidence to application (p. xii). In fact, the opposite is true. Change leaders evaluate their organizations to determine what is really working and what can be working better (Fullan,
2011). After they determine what needs improvement or change, they turn to research or theory to assist them in affecting these necessary changes (Fullan, 2011). This means that, as an effective change leader, I must be committed to critical reflection on a day-to-day basis. I acknowledge the value of looking at my own practice to learn about what works and what does not work in my leadership approach. Second, change leaders understand that complex does not necessarily
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I can start with observing, analyzing, and reflecting on my own practice to improve my own managerial effectiveness. The remaining five core elements of the change framework build upon the foundation described above. First, Fullan (2011) charged change leaders to be resolute. Change leaders achieve success in affecting change because they know that the change process requires them to face incredible challenges that may not have easy answers. Therefore, change leaders must demonstrate the kind of resolute leadership that is characterized by patience and persistence (Fullan, 2011). According to Fullan (2011), effective change leaders “combine resolute moral purpose with impressive empathy” (p. 29). Therefore, in my efforts to remain steadfast

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