Religious Paper on Advanced change theory response

Advanced change theory response


Advanced change theory presents a change framework through which people may transform their friends, family, employees as well as organizations by first transforming themselves. This results to an adaptive change. Advanced change theory presents a number of principles that guides the understanding of change. Under this theory, the leader empowers himself/herself in order to align with the vision of the others and common good. This study explores this theory and its efficacy in driving change in organization’s performance and leadership.


            Advanced change theory contributes significantly towards effective leadership in organizations. One of its tenets is the application of empirical as well as rational approach in solving issues. This indicates that if people realize the change in the leader, and perceives it as equally beneficial to them they are equally likely to change. This principle has played an important role in informing the field of leadership. Its major contribution is that it reduces resistance to change since people understand that they equally benefit from such change

The second principle is that of power coercion (Quinn, Gretchen, & Brown, 2000).  This calls for the leader to employ given leverage to push for change. This indicates the need to employ sanctions if others fail to change. It calls for both political and economic leadership. This has played an important role in pushing nations to follow best political practices around the world with countries such as Iran facing major sanctions from US and its allies due to its failure to halt nuclear production. At organizational level, organizations may fire employees who fail to adopt change or demote them to less specialized activities

The third principle under ACT theory is normative reductive strategy (Quinn, Gretchen, & Brown, 2000). This strategy focuses on participatory leadership as well as generating win-win situations when driving change. Participatory leadership has gained a lot of prominence in the recent past.  Under this leadership style, leaders are engaged in hands on engagement with employees. They become part of the team. This plays an important role in identifying areas that requires change while at the same time enabling the leader to pas expertise to the employees. This is in line with the bible James 1: 22 which indicate that people should be doers of the biblical teaching, rather than being hearers only. As business or religious leaders, participation is emphasized.  This is emphasized in Mathew 5: 16 emphasizes on the same that people should let their light shine on the rest.

ACT theory has high efficacy in driving employees’ satisfaction, change as well as performance. When leaders strike win-win deals with employees, employee motivation goes up, resulting to better performance. At the same time, when leaders explain to employees the importance of indicated change, resistance to change decline significantly, increasing the ability of the leader to lead the rest in attaining organization vision and objectives (Sadler, & Craig, 2003).

ACT is in line with the saying of Mahatma Gadhi that people should be the change they are seeking in the world. As leaders, change should start with them before extending to others. For instance, for employees to behave ethically, the top leadership should equally lead from the front on the same (Poole, 2000).


In conclusion, it is evident that ACT theory plays an important role in enabling leaders to change before initiating change in others. At the same time, it reduces resistance to change and drive the followers to willingly follow as they perceive the change positively. Nevertheless, this calls for extra high discipline among leaders and their ability to sacrifice their habits in order to create an emergent social order. This is not an easy task and leaders who are not disciplined cannot attain this.














Poole, M. S. (2000). Organizational change and innovation processes: Theory and methods for

research. Oxford: Oxford Univ. Press.

Quinn, R., Gretchen, M., & Brown, M.(2000). Changing others through changing ourselves.

Journal of Management Inquiry, 9(2), 147-164

Sadler, P., & Craig, J. C. (2003). Strategic management. London: Kogan Pag