CPL Formative Plan

Students Name

Course Title

Institution Name

Professors Name

Date
 2

CPL Formative Plan

Option 1

Introduction

Introducing new technology or techniques in a team is a common challenge for many

leaders. While new innovations can improve efficiency and effectiveness, the implementation

process can be met with reluctance from staff. This reluctance can be due to various reasons,

including fear of change or lack of motivation. The leader's ability to understand and address the

staff's resistance to change is crucial for a successful implementation. In this essay, I will analyze

the leadership issue presented in a case study where a leader has been tasked with introducing a

new technique/technology to their team, but the staff is reluctant to adopt the changes. I will use

the Self-Determination Theory and the Theory of Planned Behavior to analyze the reasons for

staff resistance, and the Transformational Leadership Theory to support the team in achieving the

set targets. Finally, I will develop a leadership development plan that outlines how the leader can

support the team to achieve the set targets. The success of introducing a new

technique/technology in a team depends on the leader's ability to understand the reasons for staff

resistance and support them in achieving the set targets. Using the Self-Determination Theory

and the Theory of Planned Behavior to analyze the reasons for resistance and the

Transformational Leadership Theory to support the team, a leadership development plan can be

developed to facilitate a smooth transition towards the adoption of the new technique/technology.

Issue

The leadership issue presented in this case study is resistance from staff towards the

adoption of a new technique/technology that the leader is tasked with introducing. The staff's
 3

reluctance to adapt to the new changes may result in the project failing to meet its targets, which

is a significant leadership challenge. As a leader, I will need to find a way to address the staff's

resistance and facilitate a smooth transition towards the adoption of the new

technique/technology.

Leadership theory-transformation theory

To support the team in working towards the set targets, I will have to employ the use of

transformational leadership theory (Niederman & Baker, 2022). As a transformational leader, I

will inspire and motivate my followers to achieve their full potential and exceed their

performance expectations. I will use this theory to inspire employees to see the benefits of the

new technology and encourage them to take ownership of the project's success. Additionally, I

will use effective communication to address employees' concerns and provide them with the

necessary resources and training to facilitate the adoption of the new technology (Enthoven et al.,

2022). However, it is important to note that while the use of transformational leadership theory

can be beneficial, it may not be a one-size-fits-all solution for all employees. Some employees

may not respond well to transformational leadership, preferring a more hands-off or directive

approach. Furthermore, it can be challenging to determine which leadership style is best suited

for each employee, as this can be influenced by factors such as personality and work preferences.

Counterarguments to the use of transformational leadership theory may suggest that it can

be difficult to maintain motivation and enthusiasm over time, especially if employees do not see

the benefits of the new technology in the short term. This could lead to a decrease in motivation

and a lack of commitment to the project's success. To overcome these issues, I can consider
 4

implementing a more flexible leadership style, such as situational leadership, which adapts to the

needs and preferences of each employee (Enthoven et al., 2022). This approach allows me to

tailor my leadership style to each employee's level of skill and experience, ensuring that they

receive the support and guidance they need to achieve the set targets. Additionally, I can provide

regular feedback and recognition for employees' efforts and progress towards the project's

success, helping to maintain motivation and commitment. Another way to overcome these issues

is by providing ongoing training and support to employees to ensure they have the necessary

skills and knowledge to use the new technology effectively (B. Alala(PhD) & Antony, 2018).

This can help to address any concerns or challenges employees may have and increase their

confidence in the new technology's benefits. Moreover, I can involve employees in the decision-

making process, seeking their input and ideas on how to improve the implementation process,

which can increase their sense of ownership and investment in the project's success (Anuchan et

al., 2020).

To analyze the reasons for staff resistance, I can use the Self-Determination Theory

(SDT) to understand the employees' motivation to adopt the new technology. SDT posits that

individuals are more likely to engage in a behavior when they feel autonomous, competent, and

related to the activity (Chiu, 2021). In the context of the case study, employees may be resisting

the new technology because they do not feel competent or autonomous in using it. Additionally,

they may not see how the new technology is related to their work or the organization's goals.

While the Self-Determination Theory (SDT) can be useful in understanding employees'

motivation to adopt the new technology, it may not fully address all aspects of staff resistance

(Xia et al., 2022). For example, some employees may resist the new technology because they

fear losing their jobs to automation, or they may not see the benefits of the technology
 5

outweighing the costs of learning and implementing it. Therefore, it is important to consider

other factors that may be contributing to staff resistance, such as fear of change, lack of trust in

management, or organizational culture (Ntoumanis et al., 2020).

To overcome these issues, the leader can take several steps. Firstly, the leader can involve

employees in the decision-making process, seeking their input and ideas on how to improve the

implementation process. This can help to increase their sense of ownership and investment in the

project's success, and ensure that their concerns are addressed (Gilal et al., 2019). Secondly, the

leader can provide ongoing training and support to employees to ensure they have the necessary

skills and knowledge to use the new technology effectively. This can help to address any

concerns or challenges employees may have and increase their confidence in the new

technology's benefits.

Additionally, the leader can emphasize the benefits of the new technology, such as

increased efficiency, productivity, and accuracy, and how it aligns with the organization's goals.

The leader can also highlight how the new technology can free up employees' time to focus on

more meaningful work, and provide opportunities for professional growth and development.

Moreover, the leader can create a supportive and positive work environment that encourages

risk-taking and innovation. This can involve celebrating successes, recognizing employees'

efforts and progress towards the project's success, and fostering a culture of learning and

continuous improvement. By creating a culture that supports and rewards innovation and risk-

taking, employees may be more willing to embrace the new technology and feel more motivated

to achieve the set targets (Gilal et al., 2019).

Moreover, I can use the Theory of Planned Behavior (TPB) to analyze how employees'

attitudes, subjective norms, and perceived behavioral control affect their willingness to adopt the
 6

new technology (Bosnjak et al., 2020). TPB suggests that an individual's attitudes, social

influences, and perceived control over the behavior are the key determinants of the behavior's

intention. Therefore, I can assess employees' attitudes towards the new technology, the influence

of their colleagues, and their perceived control over the behavior of adopting the technology

(Knauder & Koschmieder, 2019). By using these theories, I can gain a better understanding of

employees' motivations and barriers to adopting the new technology and develop strategies to

address these issues.

While the Theory of Planned Behavior (TPB) can provide valuable insights into

employees' attitudes, social influences, and perceived control, there are some limitations to

consider (Knauder & Koschmieder, 2019). One limitation is that TPB assumes individuals

always act rationally and make decisions based on a rational thought process. However, in

reality, individuals may not always behave in a rational manner or consider all relevant factors

when making decisions. Another limitation is that TPB does not account for external factors such

as organizational culture, structure, and incentives, which can influence employees' behavior and

decision-making. For example, if the organizational culture does not value innovation or risk-

taking, employees may be less willing to adopt new technology even if they have positive

attitudes and perceive control over the behavior (Sujood et al., 2021).

To overcome these limitations, it is important to combine the TPB with other theories and

methods, such as the Diffusion of Innovation theory or the Change Management framework, to

gain a more comprehensive understanding of the factors that influence employees' behavior and

decision-making. Additionally, it is important to involve employees in the process of

implementing new technology and address their concerns and feedback. This can help to increase

their sense of ownership and commitment to the project's success (Sujood et al., 2021).
 7

Moreover, providing adequate training and resources to employees can help to increase their

competency and confidence in using the new technology, addressing the barrier of feeling

incompetent or lacking autonomy. Finally, providing incentives or rewards for adopting the new

technology can help to increase employees' motivation and willingness to adopt it, addressing the

barrier of social influences and perceived control (Liu et al., 2022).

Developing a leadership development plan requires careful consideration and planning to

ensure that the leader can effectively support the staff in achieving the set targets.

1. Assess employees' readiness to adopt the new technology

Assessing my employees' readiness to adopt new technology is crucial for successful

implementation and adoption. The Self-Determination Theory (SDT) and the Theory of Planned

Behavior (TPB) are two useful tools for assessing my employees' motivation and attitudes

towards new technology. SDT suggests that I can identify potential barriers to technology

adoption by assessing my employees' level of competence, autonomy, and relatedness. For

instance, my employees may resist the change because they do not feel competent or

autonomous in using the new technology or do not see how it relates to their work or the

organization's goals. By using the TPB, I can assess my employees' attitudes towards the new

technology, the influence of their colleagues, and their perceived control over the behavior of

adopting the technology. This will help me develop strategies to address any negative attitudes

and beliefs that may hinder technology adoption (Castelo-Branco et al., 2019).

Once the readiness assessment is complete, I can develop strategies to overcome

resistance and support my employees in adopting the new technology. These strategies may

include developing a communication plan to explain the benefits of the new technology and how
 8

it relates to the organization's goals, providing employees with necessary resources and training,

encouraging employees to take ownership of the project's success by involving them in decision-

making processes and recognizing their contributions, and using transformational leadership to

inspire and motivate my employees to achieve their full potential and exceed performance

expectations (Al-araibi et al., 2018).

2. Develop a communication plan

A communication plan is essential to ensure that employees understand the benefits of the

new technology and how it relates to the organization's goals. The leader can use various

communication channels such as meetings, emails, and presentations to convey the necessary

information and address employee concerns (Chanana & Sangeeta, 2020). As a leader, I

recognize that developing a communication plan is essential for ensuring that my employees

understand the benefits of the new technology and how it relates to the organization's goals. I

understand that different employees have different communication preferences, and as such, I

will use various communication channels such as meetings, emails, and presentations to convey

the necessary information. During meetings, I will create an opportunity for employees to ask

questions and clarify any issues they may have. I will also use emails to provide written

communication that employees can refer to later. Additionally, I will use presentations to provide

visual aids that will help employees understand the benefits of the new technology and how it

relates to the organization's goals. I will ensure that the communication plan is clear and concise,

avoiding technical jargon that employees may not understand (Hamouche, 2020). Furthermore, I

will tailor my communication to suit the employees' different levels of technical expertise and

job functions. For example, I will use different language and examples when communicating

with IT staff versus non-technical staff. Lastly, I will be open to feedback from employees, as it
 9

is an opportunity for me to understand their perspectives and improve the communication plan.

Overall, I understand that effective communication is essential to overcoming resistance and

achieving successful technology adoption.

3. Provide necessary resources and training

Employees need resources and training to facilitate the adoption of new technology.

Providing the necessary resources and training can help build employee confidence in using the

new technology effectively and efficiently (Bega et al., 2019). Providing employees with the

necessary resources and training is crucial for successful adoption of new technology. As a

leader, I understand that employees need access to software, hardware, and any other necessary

tools required to use the new technology effectively. Moreover, I recognize that training

programs should be designed to help employees understand the new technology and its benefits.

By providing employees with the right resources and training, I can build their confidence and

reduce resistance to change (Regmi & Jones, 2020).

4. Encourage employees to take ownership

Involving employees in decision-making processes and recognizing their contributions

can increase their sense of ownership and investment in the project's success. This approach can

help foster a sense of responsibility and commitment to achieving the set targets. Providing the

right resources and training is essential to facilitate the adoption of new technology. With

appropriate resources and training, I can become more confident in using the new technology

effectively and efficiently, reducing my resistance to change (Hameed et al., 2019). As a leader, I

can identify the specific resources and training necessary for employees to successfully adopt

and use the new technology. The resources may include access to software, hardware, or any
 10

other necessary tools required to use the new technology. I can work with the IT department to

ensure that the necessary resources are available to me and my colleagues. Training programs

can also be designed to help me understand the new technology and its benefits. The training

should cover the basic features of the technology, how it works, and how it will be used in my

daily work. The training can be conducted in a variety of formats, such as classroom-style

sessions, online tutorials, or one-on-one training. It is important to note that training should not

be a one-time event. As I become more familiar with the new technology, I may encounter new

challenges that require additional training or support (Xiong et al., 2019). Therefore, ongoing

training and support should be provided to ensure I can use the new technology effectively.

5. Use transformational leadership

Transformational leadership can inspire and motivate employees to achieve their full

potential and exceed performance expectations. Leaders can use this approach to inspire

employees to see the benefits of the new technology and encourage them to take ownership of

the project's success (Khan & Khan, 2019). Additionally, the leader can use effective

communication to address employee concerns and provide necessary resources and training to

facilitate the adoption of the new technology. I believe that encouraging employees to take

ownership of the project's success can be achieved in various ways. For instance, involving them

in the decision-making processes related to the implementation of the new technology. This

involvement can take the form of soliciting their opinions, ideas, and suggestions for improving

the adoption process. By doing this, employees feel valued and that their input is important.

Another way of encouraging employee ownership is by recognizing and appreciating their

contributions towards achieving the set targets (Smith et al., 2020). This recognition can take

various forms, such as praising employees in team meetings, highlighting their achievements in
 11

newsletters, or offering incentives or rewards to those who exceed performance expectations. I

believe that by involving employees in decision-making and recognizing their contributions,

leaders can create a sense of ownership and foster a more collaborative work environment, which

can lead to increased motivation and productivity. When employees feel they have a stake in the

success of the project, they are more likely to work towards its success.

Counterarguments to this approach may suggest that employees may have different

learning styles and preferences, which can impact their readiness to adopt new technology. Some

employees may prefer hands-on learning, while others may prefer self-paced learning. To

overcome this, the leader can provide different training approaches that cater to different learning

styles and preferences. Another potential issue is that some employees may resist taking

ownership and being involved in decision-making processes (PURWANTO et al., 2021). They

may prefer a more directive leadership style. In this case, the leader can use a situational

leadership approach that adapts to the needs and preferences of each employee, tailoring their

leadership style to each employee's level of skill and experience. It is important to acknowledge

that not all employees have the same learning styles and preferences when it comes to adopting

new technology. Some may prefer hands-on learning, while others may prefer self-paced

learning. As a leader, I can address this issue by providing different training approaches that cater

to different learning styles and preferences (Kwan, 2019). For example, I can offer hands-on

training sessions for those who prefer a more interactive learning experience, while providing

online tutorials for those who prefer a self-paced learning approach. This can help ensure that

employees receive the training they need in a way that suits their learning style, increasing the

likelihood of successful adoption of the new technology.

Conclusion
 12

Successful adoption of new technology in the workplace requires a comprehensive

approach that addresses employee concerns and promotes a culture of ownership and

collaboration. Leaders should recognize that resistance to change is natural and should be

prepared to address it through effective communication, resources, and training. It is also

important to understand that employees have different learning styles and preferences, and

leaders should provide different training approaches to cater to these differences. Finally, leaders

should be willing to adapt their leadership style to meet the needs and preferences of individual

employees, fostering a collaborative work environment that empowers employees to take

ownership of the project's success. The lessons learnt from the theory are that change

management is critical in successful technology adoption, and leaders should be prepared to

address employee concerns through communication, resources, and training. Moreover, the one-

size-fits-all approach to training and leadership may not work, and leaders should be flexible and

adaptable to individual needs and preferences. By embracing these lessons, leaders can create a

positive work environment that fosters innovation and collaboration, leading to increased

productivity and success.

 13

References

Al-araibi, A. A., Mahrin, M. N., & Yusoff, R. C. (2018). Technological aspect factors of e-

learning readiness in higher education institutions: Delphi Technique. Education and

Information Technologies, 24(1), 567–590. https://doi.org/10.1007/s10639-018-9780-9

Anuchan, K., Siriwat, B., & Noichan, W. (2020). The relationship between transformational

leadership and leadership efficiency in the Faculty of Humanities and Social Sciences,

Suan Sunandha Rajabhat University. PEOPLE: International Journal of Social Sciences,

6(1), 121–129. https://doi.org/10.20319/pijss.2020.61.121129

B. Alala(PhD), O., & Antony, A. (2018). The moderating effect of government policy on

strategic leadership and performance of county governments in North Rift Region, Kenya.

International Journal of Multidisciplinary and Current Research, 6(5).

https://doi.org/10.14741/ijmcr/v.6.5.17

Bega, D., Gramaglia, M., Fiore, M., Banchs, A., & Costa-Perez, X. (2019). DeepCog: Cognitive

Network management in sliced 5G networks with deep learning. IEEE INFOCOM 2019 -

IEEE Conference on Computer Communications.

https://doi.org/10.1109/infocom.2019.8737488

Bosnjak, M., Ajzen, I., & Schmidt, P. (2020). The theory of planned behavior: Selected recent

advances and applications. Europe’s Journal of Psychology, 16(3), 352–356.

https://doi.org/10.5964/ejop.v16i3.3107
 14

Castelo-Branco, I., Cruz-Jesus, F., & Oliveira, T. (2019). Assessing industry 4.0 readiness in

manufacturing: Evidence for the European Union. Computers in Industry, 107, 22–32.

https://doi.org/10.1016/j.compind.2019.01.007

Chanana, N., & Sangeeta. (2020). Employee engagement practices during Covid‐19 lockdown.

Journal of Public Affairs, 21(4). https://doi.org/10.1002/pa.2508

Chiu, T. K. (2021). Applying the self-determination theory (SDT) to explain student engagement

in online learning during the COVID-19 pandemic. Journal of Research on Technology in

Education, 54(sup1). https://doi.org/10.1080/15391523.2021.1891998

Enthoven, G., Rudnicki, S., & Sneller, R. (2022). Towards a science of ideas: An inquiry into

the emergence, evolution and expansion of ideas and their translation into action. Vernon

Art and Science Inc.

Gilal, F. G., Zhang, J., Paul, J., & Gilal, N. G. (2019). The role of self-determination theory in

marketing science: An integrative review and agenda for research. European Management

Journal, 37(1), 29–44. https://doi.org/10.1016/j.emj.2018.10.004

Gilal, F. G., Zhang, J., Paul, J., & Gilal, N. G. (2019). The role of self-determination theory in

marketing science: An integrative review and agenda for research. European Management

Journal, 37(1), 29–44. https://doi.org/10.1016/j.emj.2018.10.004

Hameed, Z., Khan, I. U., Sheikh, Z., Islam, T., Rasheed, M. I., & Naeem, R. M. (2019).

Organizational justice and knowledge sharing behavior. Personnel Review, 48(3), 748–

773. https://doi.org/10.1108/pr-07-2017-0217
 15

Hamouche, S. (2020). Covid-19 and employees’ Mental Health: Stressors, moderators and

agenda for organizational actions. Emerald Open Research, 2, 15.

https://doi.org/10.35241/emeraldopenres.13550.1

Khan, N. A., & Khan, A. N. (2019). What followers are saying about transformational leaders

fostering employee innovation via organisational learning, knowledge sharing and social

media use in public organisations? Government Information Quarterly, 36(4), 101391.

https://doi.org/10.1016/j.giq.2019.07.003

Knauder, H., & Koschmieder, C. (2019). Individualized student support in primary school

teaching: A review of influencing factors using the theory of planned behavior (TPB).

Teaching and Teacher Education, 77, 66–76. https://doi.org/10.1016/j.tate.2018.09.012

Kwan, P. (2019). Is transformational leadership theory passé? revisiting the integrative effect of

instructional leadership and transformational leadership on student outcomes. Educational

Administration Quarterly, 56(2), 321–349. https://doi.org/10.1177/0013161x19861137

Liu, P., Segovia, M., Tse, E. C.-Y., & Nayga, R. M. (2022). Become an environmentally

responsible customer by choosing low-carbon footprint products at restaurants: Integrating

the elaboration likelihood model (ELM) and the theory of planned behavior (TPB).

Journal of Hospitality and Tourism Management, 52, 346–355.

https://doi.org/10.1016/j.jhtm.2022.07.021

Niederman, F., & Baker, E. W. (2022). The “case to theory transformation method” for initiating

is theory: The process and an illustration using is integration following mergers and
 16

acquisitions. Information Technology & People, 35(7), 2263–2287.

https://doi.org/10.1108/itp-10-2020-0696

Ntoumanis, N., Ng, J. Y. Y., Prestwich, A., Quested, E., Hancox, J. E., Thøgersen-Ntoumani, C.,

Deci, E. L., Ryan, R. M., Lonsdale, C., & Williams, G. C. (2020). A meta-analysis of self-

determination theory-informed intervention studies in the health domain: Effects on

motivation, health behavior, physical, and psychological health. Health Psychology

Review, 15(2), 214–244. https://doi.org/10.1080/17437199.2020.1718529

PURWANTO, A. G. U. S., Sijabat, R., Bernarto, I., & Purba, J. T. (2021). The effect of

transformational leadership, job satisfaction, and organizational commitments toward

organizational citizenship behavior of Indonesian senior high school teachers. İlköğretim

Online, 20(3). https://doi.org/10.17051/ilkonline.2021.03.17

Regmi, K., & Jones, L. (2020). A systematic review of the factors – enablers and barriers –

affecting e-learning in health sciences education. BMC Medical Education, 20(1).

https://doi.org/10.1186/s12909-020-02007-6

Smith, T. D., DeJoy, D. M., & Dyal, M.-A. (2020). Safety specific transformational leadership,

safety motivation and personal protective equipment use among firefighters. Safety

Science, 131, 104930. https://doi.org/10.1016/j.ssci.2020.104930

Sujood, Hamid, S., & Bano, N. (2021). Behavioral intention of traveling in the period of covid-

19: An application of the theory of planned behavior (TPB) and perceived risk.

International Journal of Tourism Cities, 8(2), 357–378. https://doi.org/10.1108/ijtc-09-

2020-0183
 17

Xia, Q., Chiu, T. K. F., Lee, M., Sanusi, I. T., Dai, Y., & Chai, C. S. (2022). A self-

determination theory (SDT) design approach for inclusive and diverse artificial intelligence

(AI) education. Computers & Education, 189, 104582.

https://doi.org/10.1016/j.compedu.2022.104582

Xiong, L., So, K. K., Wu, L., & King, C. (2019). Speaking up because it’s my brand: Examining

employee brand psychological ownership and voice behavior in hospitality organizations.

International Journal of Hospitality Management, 83, 274–282.

https://doi.org/10.1016/j.ijhm.2018.11.006