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• #Leadertask change email professional#

Consequently, this article tries to link observed differences in the levels of support for change among employees to several leadership factors, in addition to existing leadership practices. Past research has placed considerable emphasis on various factors that can minimize employee resistance to change. This research addresses a question that is essential for Extension organizations pursing strategic change and how employees’ intrapersonal and interpersonal leadership skills can predict their resistance to organization change. The purpose of this study is to enhance our understanding of supportive/positive employee reaction to organizational change in the context of intrapersonal and interpersonal leadership skills. To address both of these needs of the modern Extension professional, we conducted a quantitative study among Penn State Extension educators to determine if educators’ leadership competencies predict support for organizational change. Identifying leadership competencies of Extension professionals is also an area of interest for the modern Extension organization (Hyde, J, & Cason, K., personal communication, October 2018). Understanding Extension educators’ orientation toward organizational change is critical as Extension works to adapt to the 21 st century (Bloir & Scheer, 2017) because new opportunities and challenges are presenting themselves in Extension work (Smith & Torppa, 2010). However, we want to hypothesize that enhancing educators’ leadership competencies positively affect their receptivity to organizational change.

#Leadertask change email professional#

All sessions are recorded for viewing after the conference as another option for professional development at a later time (Pusey, R., personal communication, December 2020). Some are delivered as keynote speakers for all participants while others are offered as optional sessions. Each year educators are offered a variety of professional development opportunities at the Penn State Extension Annual Conference as well. In concert, various webinars are offered by the professional development committee that educators can elect to participate in or not participate in. Currently, Penn State Extension educators’ only required leadership training is their onboarding training at the onsite of employment, which includes a two-day workshop to introduce them to Penn State Extension and provide training on leadership development techniques. An Extension educator is a university Extension employee who develops, delivers, and evaluates educational programs in the specific program areas to help improve life in rural and urban areas. Extension’s core mission is improving quality of life through education (Pettigrew, Ferlie, & McKee, 1992). Leadership Education for Extension Educators. Knowing that organizational change can increase fear, this study’s findings may help answer the question: What can Extension leaders and leadership development practitioners do to prepare their personnel to support organizational change? Extension organizations should be committed to becoming a “learning organizations” that may help flourish continuous change. These factors change how Extension educators operate programs (Smith & Torppa, 2010 Struckmeyer et al., 2019). Extension organizations are facing global pandemic challenges, technological innovations, and the shift to a knowledge-based workforce. The continuous change affects personnel fatigue and makes them cynical about the outcomes of organizational change attempts (Smith & Torppa, 2010). Smith and Torppa (2010) indicated that “in a climate of continuous change, Extension organizations must find ways to navigate immediate challenges while developing the capacity to thrive as future challenges and opportunities arise,” p.1.

The term organizational readiness for change refers to an organization’s employees’ commitment to and confidence in implementing organizational change (Weiner, 2020). The term organizational change refers to changes an organization implements to improve efficiency (Smith & Torppa, 2010 Struckmeyer et al., 2019). Employees tend to dislike change because it brings uncertainty and fear (Kinsey 2010).

Organizational change can be disconcerting.