Part I: Organizational Leadership Development Report

Organizational Leadership Development Report – Due to healthcare’s dynamic nature, organizations in this sector grapple with management changes to regain resilience and remain competitive. Such transformations involve altering significant components in an organization, e.g., structure, culture, business model, infrastructure, or internal processes.


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Access the following to complete this Assessment:

  • Use the APA course paper template available here.


This Assessment requires submission of one (1) document that includes both parts of the assessment. Save your document as HR006_firstinitial_lastname (for example, HR006_J_Smith).

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You will prepare an organizational leadership development report and change management proposal that plans the implementation of organizational change.

This assessment has two-parts.  Click each of the items below to complete this assessment.

Part I: Organizational Leadership Evaluation Report

  • To begin this Assessment, select a healthcare organization with which you are very familiar and where you have access to information necessary to complete the Assessment. Identify a specific change that is being implemented now or one that has been recently implemented (within the year).
  • Because effective leadership is critical to successfully planning and managing organizational change, you will conduct a confidential evaluation and analysis of specific leadership traits and factors that leaders implementing the change possess and use. Effective leadership involves collaborating with individuals but also participating in and facilitating teams. Thus, assessment of team skills needs to be a part of your evaluation and analysis.
  • Create an Organizational Leadership Evaluation Report by adapting a template you find through online research, one you have created on your own, or one provided through your organization. (Be sure to remove any branding that might identify your organization.) Your Organizational Evaluation Report should include the following:
    • Observations of the leadership team implementing the change in your chosen organization and an analysis of their actions and behaviors for leadership traits that promote success in effecting change in the organization. List these traits and explain your analysis process.
    • Evaluation of leadership traits that could promote a culture for creativity and innovation in the workplace. Discuss whether these traits are exhibited by any of the leaders implementing the change in your chosen organization. Explain how you assessed ability to be creative and innovative. Compare how these traits differ from and/or the same as those of classical leadership styles.
    • Recommendations for specific strategies the leaders could apply for working successfully with teams and effecting change within the organization.

Part II: Change Management Proposal

  • The ability to manage and adapt to change is essential in healthcare organizations. Whether internally or externally prompted, the implementation of changes in the workplace environment has become commonplace. Because change, even changes that are perceived as positive, is almost always unsettling, it is crucial that administrators and managers understand the change process and plan carefully for its implementation. Innovative approaches to change management related to your chosen project might help you see possibilities that may not have been evident before. A Change Management Proposal will serve as the guide for effective execution of strategic change.
  • Create a Change Management Proposal in the format of your choice, e.g., slide presentation or Word document (including graphs or charts) as follows:
    • Describe the specific organization including size, mission, location and the change that is taking place (or is scheduled to take place) in the organization
    • Given the parameters of the change, describe the resistance you might expect, and why.
    • Evaluate change management theories and models and select one to apply to the change occurring in the organization. Provide rationale for why you selected this theory or model.
    • Apply systems thinking to address the impact of the change throughout the organization.
    • Recommend strategies and innovations that could be implemented to effect the organizational change and provide rationale for the recommendations.
    • Explain the role that communication will play in your plan. Analyze how communication could be used to handle concerns and doubts of stakeholders.
    • Recommend strategies you will use to motivate stakeholders and prepare them to accept, embrace, and sustain the change.
    • Recommend strategies for sustaining an organizational change and explain why they would be successful.
    • Recommend ways to measure the success of the organizational change and when transformational change has occurred.


Part I: Organizational Leadership Development Report

Due to healthcare’s dynamic nature, organizations in this sector grapple with management changes to regain resilience and remain competitive. Such transformations involve altering significant components in an organization, e.g., structure, culture, business model, infrastructure, or internal processes. Further, management changes are critical in seizing opportunities and lowering operational risks.  This report discusses the influence of Leadership on change implementation at CVS Health.

This year, CVS Health announced a move to focus on innovation and strategic growth to help people achieve positive wellbeing, particularly in providing comprehensive and innovative nursing tools (CVS Health, 2020). Following this, a series of leadership changes have been made to implement underpinning strategies. Alan Lotvin appointed the president, Jonathan Mayhew as executive vice president, and Alec Cunningham as chief operating officer. This report shares the findings on healthcare leadership actions and traits exhibited through the implementation of creativity and innovation changes at CVS Health. Besides, recommendations on how to sustain and measure the success of these changes are discussed herein.

Leadership Actions

  1. Application of Growth Mind-set

Leadership within the organization put the entrepreneurial needs of the organization before personal or group needs.  In this context, leaders actively seek novel strategies to grow and be challenged to better the enterprise. This is done by sharing knowledge of the business model with others and gathering and seeking a broader perspective on business issues.

  • Understanding of the Organization and the Consumers

The leaders demonstrate and apply an understanding of the organizational business strategy to serve consumers. The leaders demonstrate an understanding of the consumer differentiation across market segments, their needs, and expectations by gaining regular insights through digestion of the market data on consumers. The leaders also understood the relationship between the different operational units and the plans and decisions.

  • Strategic Action

The leaders analyze future possibilities and translate them into successful strategies. The leaders demonstrate strategic action by anticipating potential market changes and planning for them. This has enabled long term focus and strategic goals besides executing medium-term objectives. Further, the leaders demonstrate strategic action by aligning departmental goals with the overall company’s imperatives and creating plans that align with the organization’s culture, the people, and the communication strategies.

Observation of CVS Health Leadership Teams

  1. Effective Leadership

Leadership is a critical component of change management. The leaders within the organization demonstrated practical leadership actions and traits. The outstanding leadership actions included inclusivity and clear communication or organizational roles and objectives. Similarly, the leaders demonstrate qualities of accountability and responsibility in their respective jurisdictions.

  • Goal-oriented Mind-set

Leadership owns an effective team set that facilitates the implementation and holistic tracking of organizational goals. This has increased efficiency and productivity within teams. Further, the teams exemplified a group culture united by a shared mission and set of values.

  • Commitment to Roles

The selected leaders have in-depth understanding and expertise in their roles. The team member exemplifies ability through intrinsic motivation, dedication, and delivery of periodic objectives. Besides, the leaders are able to adjust to current roles and responsibilities by demonstrating a desire for professional growth to improve their skills and expertise in a novel and individual tasks.

Evaluating Leadership Traits

  1. Effective Communication

The CVS Health leadership embodies communication as a significant factor that enables employee alignment to set goals and objectives. According to Kremer et al. (2019), communication of ideas, concerns, and suggestions of work issues is critical in enhancing creativity and innovation due to its role in improving decision making and organizational learning. In this context, the leaders have a discrete communication ability that unites employees towards a specific goal outline in a democratic leadership style.  In democratic Leadership, team members participate in decision-making processes (Amanchukwu et al., 2015).

  1. Knowledge Sharing

The Leadership of the organization actively seeks novel ways of growth and new challenges to enhance company services. This is made possible through selfless sharing of knowledge on the organization’s business units to enable themselves and other team members to visualize existing opportunities more vividly.

Knowledge sharing is a significant factor in achieving creativity and innovation among team members (Kremer et al., 2019). Team members can understand knowledge accumulated by the organization over time and is positively related to novel ideas. This is consistent with the Lassez-Faire leadership style in which team members make decisions and autonomy is discourage (Amanchukwu et al., 2015). Following this, the members show intellectual curiosity and the ability to recover from failures. 

  • Resilience

The CVS Health leaders exemplify resilience and resourcefulness in the face of challenges and obstacles. This is shown by positive action in assessing situations, seeking positive advice, and deciding what aspect to influence. Besides, the leaders epitomize an understanding of self-awareness and demonstrate humility. According to Southwick et al. (2017), resilient leaders demonstrate continual support to the organization through words and actions and encourages higher tolerance for uncertainty and perseverance when organizational operations are threatened. The leaders can gain their team’s confidence and trust due to the inherent honesty, integrity, and authenticity. This trait is consistent with the affiliate leadership style in which leaders create an emotionally favorable environment, enhancing trust and a sense of belonging (da Silva et al., 2019).

Part II: Change Management Proposal

Company Descriptions

CVS Health is a retail healthcare store that owns a retail pharmacy, health insurance, and a third party administrator of pharmaceutical drugs and commercial health plans. The company is the largest retail pharmacy in the USA with more than 9900 retail locations and 26 specialty retail branches within the country and is domiciled in Woonsocket, Rhode Island, USA. With more than a billion annual subscribers and 4.5million daily customers, the company trades in thousands of natural, organic, and innovative beauty and health products and healthy food choices program.

CVS Health has a multi-divisional cooperate organizational structure (Anderson, 2019). CVS Health has multiple divisions or subsidiaries, including CVS Pharmacy, MinuteClinic, and CVS Caremark, which share information and resources such as convenient prescriptions and delivery services.  CVS Health’s mission is to “help people on their path to better health,” while its vision is to “help people to live longer, healthier, happier lives” (Anderson, 2019).

The company employs over 300,000 people across its branches and subsidiaries. Following its value of innovation, its purpose of helping people achieve better health, and its strategy of creating unmatched partnerships to transform healthcare, the company announced leadership assignments to help it achieve its primary focus on strategic innovation and growth. These leaders were appointed to deliver central initiatives and change strategies.

Strategies for Effective Teamwork

  1. Team Cohesion and Support

One way the Leadership can successfully work to affect the changes is to establish social support and charge for cohesion within teams. Lack of social support is associated with adverse physical and mental health (Southwick et al., 2019). On the contrary, the availability of social support is related to handling stressful environments and adopting coping strategies. Such networks enable a coordinated action and efficient navigation of challenging situations (Southwick et al., 2019). Besides, team cohesion enhance the symbolic exchange of ideologies, thus, ensuring survival during difficult situations

  • Strengthening Teams

Assessing and understanding team members’ strengths and weaknesses are essential to guiding and motivating an effective team (Southwick et al., 2019). Understanding the strength and weaknesses of each team member enables leaders to assign roles and utilize strengths effectively. This is possible by meeting team members to discuss their competencies, relating them to specific goals, and reinforcing their strengths through motivation.

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Organizational Leadership Development Report
Organizational Leadership Development Report

Organizational Resistance

It has been proven that resistance creates difficulties and failure of change initiatives (Erwin & Garman, 2010). The potential factors that would cause resistance to the organization include skill and knowledge obsolesce, organization structure, and ideological differences.  Members of an organization can resist changes when their inherent knowledge and understanding of the proposed changes are minimal. Similarly, the proposed innovation would render some business units defunct, and the employees to be effects might accept changes minimally. Lastly, the proposed changes are likely to be met by ideological and intellectual differences in carrying out specific tasks.

Change Management Theories

With the dynamism and the health sector’s uncertainty, desirable, innovative, and growth changes are what organizations need to remain relevant and sustainable. According to Sætren & Laumann (2017), an understanding of change theory’s science is critical to altering undesirable facets of an organization. Besides, knowledge of change theories can provide a context within which desirable changes can be implemented, managed, and evaluated. Change management models are also critical to ensuring that change strategies are irrelevantly and randomly implemented. Change management is an ongoing process that requires time, expertise, commitment, and efforts from staff and relevant stakeholders.  

Examples of existing change models include Lewin’s model, McKinsey 7 S, Kotter theory, nudge theory, and ADKAR Model.  For this report, the ADKAR model has been identified as a practical approach to managing innovative changes. This change management model is goal-oriented and facilitates a team’s formation to focus on stepwise actions to fulfill set goals (Boca, 2013). The model provides procedural and cumulative results to enhance sustainability implementation. Significantly, the model enables Leadership to identify change management gaps to allow leaders to give team members desired training on what actions to be taken.

Systems Thinking

An organization consists of a web of interconnected systems; a concept called system thinking, which facilitates understanding novel dynamic and complex scenarios (Dominici, 2012). CVS Health consists of various operational branches across the US, sharing a universal mission and vision. Typically, running a big health organization necessitates a useful skillset, knowledge, and expertise in managing creativity and innovation aspects. Organizational Leadership should first recognize the interconnection of the organization’s various elements, organization structure, and feedback mechanism. Understanding and predicting the various organizational components precedes success in implementing changes.

Strategies and Innovations to Effect the Organizational Change

  1. Provide Training

Changes that involve a shift in technological processes necessitate the need to train employees to master new methods of doing things. According to Brown (2020), healthcare organizations can lose a competitive edge when they fail to act on change initiatives’ operational activities. As such, leaders should help employees to bridge the inadequate skill and experience gap. 

  • Monitor and Measure

After conceiving change initiatives, there is a need to maintain a consistent oversight over the implementation process to ensure a smooth conception of the changes. According to Jones (2019), having goals and measurement metrics is significant in the successful implementation of change initiatives since it allows for tracking of progress and knowing whether set goals have been achieved or not. Therefore, leaders should define metrics for measuring success and engage in stakeholder perceptions of the implementation process’s progress.

Role of Communication in Change Plan

Communication is critical for a successful change implementation since it acts as the primary means of sharing information on future needs and the appropriate steps to achieve a desirable state (Brown, 2020). Consequently, purposeful communication aid the fulfillment and guides alignment to the organization’s visions and goals. Often, a lack of proper communication is the root cause of poor interaction between an organization’s Leadership and employees (Jones, 2019). Consequently, communication improves transparency and facilitates support to stakeholders in implementing changes. As a result, stakeholders are supported by all means through effective communication.

Strategies for Sustaining Organizational Change

  1. Visual Management

According to Silver et al. (2017), visual management is a principle that allows organizational Leadership to identify an abnormality in working conditions. As a result, problems are identified and acted upon promptly. Having a process control board would enable the organization to quantify actions that are needed to be done against the completed tasks. Besides, a control board communicates quality improvement actions to staff by displaying strategic needs at the helm with exact time intervals, thus continually enabling employees to work towards the desired change.

  • Improvement Groups

According to Silver et al. (2017), regular meetings with staff to anticipate future problems, review current performance, and provide performance guidelines are critical in sustaining the organization’s performance. Due to the complex and busy nature of the healthcare environment, short and consistent meetings are vital to correcting problems early. Suggestions for the way forward are highlighted, and support is provided to enable implementation.

Measuring Success of Implementing Organizational Change

  1. Acceptability

The stakeholders determine the success of any change initiative as the bearer of the changes. Measuring acceptability involves asking questions such as “are the stakeholders satisfied with the implementation process and the outcomes?” Negative employees’ attitude is a hindrance to the development of the organization (Arifin, 2020). In this case, Leaders can identify positive employee attitude through openness and readiness to changes while a negative attitude is depicted through cynicism and resistance about the change.

  • Measuring Achievement

Measuring whether the implemented changes have achieved the desired results is the second way of evaluating an organizational change’s success. Measuring achievement is a vital part of monitoring the organization’s progress and effective management (Smith & Bititci, 2017).). Achievement metrics answer questions like, “have the initiative delivered according to the expectations?” and “how do the implemented changes perform?” In the context of CVS Health, achievements are measured by evaluating the organization’s achievement, progress towards providing solutions to novel health needs, consumer satisfaction, and annual cost savings.


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Anderson, D. (2019, March). Organizational Structure Design & Strategic Implications.

Arifin, K. (2020, January). Factors Influencing Employee Attitudes toward Organizational Change: Literature Review. In 5th ASEAN Conference on Psychology, Counselling, and Humanities (ACPCH 2019) (pp. 188-191). Atlantis Press.

CVS Health. (2020, February). CVS Health Announces Changes to Support Innovation and Growth.

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Brown, S. F. (2020). Strategies Health Care Leaders Use to Implement Strategic Change Initiatives Successfully.

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Jones, J. L. (2019). Implementation Strategies for Change Initiatives.

Kremer, H., Villamor, I., & Aguinis, H. (2019). Innovation leadership: Best-practice recommendations for promoting employee creativity, voice, and knowledge sharing. Business Horizons62(1), 65-74.

Sætren, G. B., & Laumann, K. (2017). Organizational change management theories and safety–A critical review. Safety Science Monitor20(1), 1-10.

Silver, S. A., McQuillan, R., Harel, Z., Weizman, A. V., Thomas, A., Nesrallah, G., … & Chertow, G. M. (2016). How to sustain change and support continuous quality improvementClinical Journal of the American Society of Nephrology11(5), 916-924. https://doi.10.2215/CJN.11501015

Smith, M., & Bititci, U. S. (2017). The interplay between performance measurement and management, employee engagement, and performance. International Journal of Operations & Production Management.

Southwick, F. S., Martini, B. L., Charney, D. S., & Southwick, S. M. (2017). Leadership and resilience. In Leadership today (pp. 315-333). Springer, Cham.

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Organizational Leadership Development Report
Organizational Leadership Development Report

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