Leadership

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Leadership Management

• Reading for Lesson 8
• Change and Development

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Lesson 8Reading Objectives

• 1. The student will comprehend the concept of
  organizational change and explain the forces for
  change.
• 2.   The student will comprehend the sequence of
  four change activities that must be performed in
  order for change to be successful.
• 3.   The student will comprehend techniques
  managers can use to facilitate the initiation of
  change in organizations including idea champions
  and new-venture teams. 

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Lesson 8Reading Objectives

• 4. The student will comprehend sources of
  resistance to change.
• 5. The student will comprehend force field
  analysis and other implementation tactics that
  can be used to overcome resistance to change.
• 6.   The student will comprehend the differences
  between transactional, charismatic, and
  transformational leaders.
• 7.   The student will comprehend which
  leadership style is best suited to lead
  organizational change.
•  

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Lesson 8Discussion Objectives

• 1. The student will comprehend techniques
  managers can use to facilitate the initiation of
  change in organizations including idea champions
  and new-venture teams.
• 2. The student will comprehend sources of
  resistance to change.
• 3.  The student will comprehend which leadership
  style is best suited to lead organizational
  change.

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Concept of Organizational Change

• Defined as adoption of a new idea or behavior by
  an organization.
• Organizations need to continuously adapt to new
  situations if they are to survive and prosper
• By observing external trends, patterns and needs,
  managers use planned changed to help organization
  adapt to external problems and opportunities.

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Forces for Change

• Forces may exist in the external environment or
  within the organization.
• Environmental forces include
• Customers
• Competitors
• Technology
• Economic
• International arena

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Forces for Change

• Internal forces for change arise from internal
  activities and decisions by
• Management
• Employees
• Labor unions
• Production inefficiencies

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Change Activities Sequence

• Internal and external forces for change exist
• Organization managers monitor these forces and
  become aware of a need to change
• Perceived need triggers initiation of change
• Change is then implemented

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Initiating Change

• Develop ideas that solve perceived and
  communicated needs
• Responses may include
• Search for a change to adopt
• Process of learning about current developments
  inside or outside the organization to meet
  perceived need for change
• Search typically uncovers existing knowledge that
  can be applied or adopted within organization
• Create a change to adopt

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Initiating Change (Cont.)

• Creativity is defined as the generation of novel
  ideas to meet perceived problems.
• Creative individuals develop ideas that can be
  adopted by the organization and are often known
  for
• Originality
• Curiosity
• Open-mindedness
• Focused approach to problem solving
• Persistence
• Relaxed and playful attitude
• Receptiveness to new ideas.
•  

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Initiating Change (Cont.)

• Creative organizational conditions include
• Open channels of communication
• Assignment of non-specialists to problems
• Decentralization
• Freedom to choose problems
• Resources allocated to creative personnel without
  immediate payoff.

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Idea Champions and New-Venture Teams

• Idea champion. A person who sees the need for,
  and champions, productive change within the
  organization.
• New ideas must be carried forward for acceptance
  and implementation.
• Four roles in organizational change
• Inventor
• Champion
• Sponsor
• Critic

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Idea Champions and New-Venture Teams

• New-Venture Team is a unit separate from the rest
  of the organization - develops and initiates
  innovations.
• Team typically small, loosely structured and
  organic
• Free of organizational rules, procedures and
  bureaucracy
• New-Venture Fund provides resources from which
  individuals and groups draw to develop new ideas,
  products or businesses.

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Resistance to Change

• Employees resist change due to
• Self-interestbelieve will lose something of
  value
• Lack of understanding and trustdo not understand
  intended purpose or distrust management
• Uncertaintylack information fear of unknown
• Different assessments and goalsemployees may
  assess proposed change differently

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Strategies for Overcoming Resistance

• Two approaches
• Analysis of resistance through the Force Field
  technique
• Use of selective implementation tactics to
  overcome resistance

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Strategies for Overcoming Resistance (Cont.)

• Force Field Analysis
• Change is a result of competition between driving
  and restraining forces
• Some forces drive it while others resist
• Selectively removing the restraining forces
  enables driving force to implement the innovation

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Strategies for Overcoming Resistance (Cont.)

• Implementation tactics
• Communication and education
• Used when solid information is needed by those
  resisting change, i.e., new technology or idea
• Participation
• Involves potential resisters in designing change
• Time consuming but pays off in user commitment
• Helps managers determine potential problems and
  differences in perceptions among employees

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Strategies for Overcoming Resistance (Cont.)

• Implementation tactics
• Negotiation
• Formal bargaining to win acceptance and approval
  of change
• Coercion
• Formal power is applied to force employees to
  change. Resisters told to accept or lose job
• Top management support
• Visible support symbolizes importance of the
  change
• Without this support change will probably not
  happen

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Change An Approach

• Define the need
• Form a coalition of Managers
• Create the vision
• Communicate need and vision to subordinates
• Empower subordinates
• - Remove barriers
• - Change systems
• - Encourage risk-taking
• Demonstrate visible evidence of change
• Consolidate improvements
• Demonstrate relationship btwn new behavior
  success

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Leadership Differences

• Three types of leadershiptransactional,
  charismatic and transformational
• Transactional leaders
• Clarify the role and task requirements of
  subordinates
• Initiate structure
• Provide appropriate rewards
• Try to meet the social needs of subordinates

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Leadership Differences (Cont.)

• Transactional leaders
• Excel at management functions
• Are hardworking
• Are tolerant
• Are fair-minded
• Stress plans, schedules and budgets

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Leadership Differences (Cont.)

• Charismatic Leaders
• Inspire/motivate people to do more, despite
  obstacles and personal sacrifice
• State a vision of an imagined future with which
  employees identify
• Shape a corporate value system for which everyone
  stands
• Trust subordinates and earn their complete trust
  in return

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Charismatic Leaders

• Mother Teresa Martin Luther King
• - inspire positive outcomes for entire group
• - use enthusiasm vision to motivate
• - group more important than personal need
• Adolf Hitler Charles Manson
• - motivated by self-serving purposes
• - use fear intimidation to motivate
• - personal need more important than group

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Leadership Differences

• Transformational Leaders
• Bring about innovation and create significant
  change in followers and organization
• Lead changes in the organization's mission,
  structure, and human resource management
• Focus on intangible qualities
• Vision, shared values, ideas to build
  relationships
• Provide common ground to enlist followers in
  changes.

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Which Leadership Style?

• Which suits YOU best?
• Which is most effective for YOU?
• Which most closely aligns with your strengths?
• Which most closely aligns with your beliefs?
• Is it situational?
• Is a combination best?

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Self-Assessment

• Realism vs. Idealism
• Introvert vs. Extrovert
• Skepticism (has its unique value)
• Stoicism (Epictetus VADM James B. Stockdale)
• MOH identifying urgent need taking action
• No singular approach is appropriate ALL THE
  TIME!!!
• Combination is best for most people
• Application is highly situational

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Self-Assessment (Cont.)

• What matters to you?
• What is best for a given situation?
• Who decides?
• Once you determine the answers to these
  foundational questions all future can be
  addressed efficiently and effectively. In
  effect, the questions have already been answered
• If these questions remain unanswered, you will
  struggle with the simplest of issues and will not
  be able to make decisions. You will remain on the
  horns of a dilemma
• Situationalit depends!

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However

• This is a foundation
• We are youngwith much to learn
• This foundation is a living document that will
  mature with experience
• Your foundation should apply to the majority of
  situations you will encounter butit depends!

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Self-Assessment (Cont.)

• Take the test on page 159
• www.keirsey.com
• Myers-Briggs Type Indicator
• Strengths Finder 2.0
• Strength Development Inventory
• Counseling and Psychological Services (CAPS)

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Dont WorryBe Happy!

• Things over which YOU have control
• Things over which you DO NOT have control
• Observe, evaluate, assessanticipate!
• Generate solutions within your sphere of
  influenceexpand your sphere!
• Make adjustments to meet the situation

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Pick Your Battles!

• Be very selective
• What is the risk?
• What are the consequences? To Whom?
• Is it for the common good?
• Will this truly matter?
• Is it a matter of personal principle?
• What will you give up?

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Questions?

• ???