Entering into an established environment affects all other elements of the environment so a leader must be prepared to improvise with these changes. Almaney (1974) reiterates the idea that external forces including, “competitors, customers, government, and suppliers” (p. 38) can cause shifts within an environment, and “present the system with opportunities for exploitation and confront it with uncontrollable constraints and contingencies” (p. 38). The reluctance to change is diminished when a person thinks the idea of change is self-initiated. A new leader can make an impact in an environment by making seamless changes that appear to develop from within the environment .
A leader that imparts a passion to others creates trust, which can transform the behavior and productivity of followers. Becoming a quality leader is a multifaceted endeavor. Cardon (2016) states, “Establishing credibility allows you to communicate more easily and more influentially” (p. 13). One approach to enacting change is to observe the complexities of interactions within the environment before suggesting improvements. Observation provides the opportunity to draft a big picture and then fill in the details, so that a person can intimately know the environment. By developing the larger picture and feeling competent in the subject, a leader is able to institute changes and improvise when necessary.
Almaney, A. (1974). Communication and the systems theory of organization. Journal of Business Communication, 12(1), 35-43. doi:10.1177/002194367401200106
Cardon, P. (2016). Business Communication: Developing leaders for a networked world (2nd ed.). New York, NY: McGraw-Hill Education.