LDR 615 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

LDR 615 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

LDR 615 What responsibility does a leader have to honor stakeholder concerns when “feelings” are the primary basis for the concerns?

Indeed, people get motivated when they know a truth that impacts their feelings compared to analysis. Change in organizations can lead to diverse emotions among employees, from anxiety to fear, frustration as well as hope and excitement. When an organization proposes a change that has a positive effect on one’s feelings, they will react positively and engage in the process as they can experience it and feel it as opposed to an analysis that they will get. Through this approach, they develop a positive commitment and change perspective while negative feelings will have adverse effects on change initiatives. Analysis is an essential component of change process as it shows numbers and statistics about the measured aspects of an organization (Cameron et al., 2019). However, analysis does not measure feelings and emotions. Emotional reactions offer energy and motivation to push people to certain levels and understand as well as embrace the change process. Through trust and effective communication, leaders develop better approaches and communication strategies to involve teams and different players using attributes like empathy, listening, and emotional intelligence as well as increased awareness.

The statement is relevant to organizations as they grow and respond to change since it shows that leaders should demonstrate honesty, and be accountable for their actions and decisions that impact organization’s overall functioning and attainment of goals, especially in healthcare and nursing. While analysis is essential to motivate change through representation of figures and charts as well as data, organizational leaders must involve all stakeholders and honor concerns raised by employees and their feelings since change is emotional (Hayes, 2022). For instance, empathy, fairness, and sharing real stories of humankind are touching to many people and leaders should internalize these aspects as they develop appropriate strategies to implement organizational changes. Additionally, as transformational and servant leaders, they must show trust, open and effective communication and teamwork as effective approaches to demonstrating their reactions to people’s feelings in the organization.

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A leader has a responsibility to honor stakeholders’ concerns, especially when feelings are the main basis for such

LDR 615 What responsibility does a leader have to honor stakeholder concerns when feelings are the primary basis for the concerns
LDR 615 What responsibility does a leader have to honor stakeholder concerns when feelings are the primary basis for the concerns

issues. This implies that a leader should demonstrate interest in people, empathize with them and provide alternatives that are practical and focused on improving their feelings and acceptance of change in the organization. Leaders have a duty to inspire changes through emotional appeal by using emotional intelligence, persuasion, and through foresight (Islam et al., 2021). They must involve he stakeholders so that they appreciate their feelings and associated impact. They must serve others without any bias and should show their caring attribute to enhance emotional responses and management of diverse aspects of their organizations.


Cameron, E., & Green, M. (2019). Making sense of change management: A complete guide to

the models, tools and techniques of organizational change. Kogan Page Publishers.

Hayes, J. (2022). The theory and practice of change management. Bloomsbury Publishing.

Islam, M. N., Furuoka, F., & Idris, A. (2021). Employee engagement and organizational change

initiatives: Does transformational leadership, valence, and trust make a difference? Global Business and Organizational Excellence, 40(3), 50-62. DOI:10.1002/joe.22078

Organizational vision and mission can provide sense of purpose and possibly
establish the reason creation of an organization. It is important for organizations to
have a vision and enthusiasm to be able to establish long- and short-term goals.
Having a vision and enthusiasm also creates motivation among stakeholders.

Leaders trying to create change within an organization must have a great vision as
part of their strategy. The leader’s focus is to create the vision that will be able to
keep the audience engaged and excited. It is important that the vision incorporates
the organizational values, so the stakeholders can understand and support. The
vision also provides a strategic road that the organization should follow to achieve
its goals. A leader’s role must be able to incorporate a sense of fairness, honesty,
and humility.

Leaders must understand that change will be difficult, and stakeholders will be
affected differently. That is why it is so important to encourage the stakeholders to
take ownership in the change. Some stakeholders will be confused, scared,
shocked, frustrated, or indifferent that is why it is extremely important for efficient
and constant communication. Stakeholders need to feel that they are being involved
and part of the decision making. Leaders must be able to manage change from the
start of the planning process and involve the team in that process and by doing so it
will create a huge impact on the organizational change.


Forbes. (2020). How To Smooth The Process Of Change In Organizations.

Some people are affected or get excited by emotion. That is why it is so important for
leaders to show their employees all the positive reasons to make the change and trigger
their emotions. Some people get mentally stimulated by logic, but logic is not enough to
be able to make the change possible. Organizations must be able to recognize that
emotion “feelings” and logic work hand in hand. Even though logic can prove that
making a change can be beneficial an employee’s response to change can be anything

but logical. Employees find change scary because they worry about the unknown, it
causes anxiety about job security, failing in their new role or losing control in their new
environment. This is where the organization must be able to reprogram their employees
by planning, providing honesty, self-reflections, enthusiasm, commitment, ownership,
and constant communication to their stakeholders. The organization must find a way to
foster the change in a manner that demonstrates the long-term success to all
stakeholders when incorporating the change and touching on their emotions.
Organizations must be able to address concerns about how the change is going to
positively impact what they are doing, how it is being done and reduce the amount of
resistance. By clarifying the vision of the new organizational culture will provide each
stakeholder a sense of belonging and ownership in the organizational change. Both
thinking and feeling are necessary and present in successful organizations.


Kotter, J. P. & Cohen D. S. (2002). The heart of change: Real life stories of how people
change their organizations. Harvard Business Review Press.

The Need for Change Management. (2015). Managementstudyguide.com.