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Lesson 17- Leadership and
ChangeNVSC 210
LT Peña6 Nov 2014
If organizations do not change and adapt to the times they are in, they will most surely fail.
Leading change is perhaps the most difficult challenge facing any leader◦ Differentiates leaders and managers◦ Differentiates mediocre leaders from exceptional leaders
Best leaders…◦ Recognize the situational and follower factors inhibiting or
facilitating change◦ Paint a compelling vision of the future◦ Formulate and execute a plan that moves their vision from a
dream to reality
Introduction
C= D x M x P > R
D = Dissatisfaction M = Model P = Process R = Resistance C = Amount of change
The model maintains that organizational change is a very systematic process and large-scale changes can take months if not years to implement
Rational Approach to Organizational Change
Followers who are more or less content are not very apt to change
Key for leaders is to increase dissatisfaction (D) to the point where followers are inclined to take action ◦ To raise dissatisfaction, a leader can talk about
potential threats to the status quo or capitalize on some current crisis
◦ Leader must ensure that all his or her actions in increasing dissatisfaction are geared towards their vision of change
Dissatisfaction
Four key components◦ Environmental scanning◦ Vision◦ Setting of identification of new goals to support the vision◦ Needed system changes
Systems thinking approach- asks leaders to think about the organization as a set of interlocking systems and explains how changes to one part can have unintended consequences
Siloed thinking- leaders act to optimize their part of the organization at the expense of suboptimizing the organization’s overall effectiveness
Model
Part of the model where change becomes tangible and actionable
Consists of executing a change plan
The plan is only a road map for change. Change will only occur when the action steps outlined in the plan are actually carried out
A good way to have followers accept and buy into the change plan is to have them help create it
Process
Resistance can occur because changes take a while to manifest themselves in rewards.
Expectation-performance gap- Difference between initial expectations and reality when there is a temporary drop in performance or productivity while learning new systems or skills
Followers might also be afraid of loss brought by the change
Resistance
Expectation-Performance Gap
SARA Model
Many of history’s biggest changes have come from charismatic leaders
Charismatic leaders are able to create sweeping changes and can be the catalyst for major social changes
However, they can also be used for selfish, personal gains and can have an equally devastating effect on society
Emotional Approach to Organization Change: Charismatic and Transformational Leadership
Max Weber maintained that societies could be categorized into one of three types of authority systems:◦ Traditional authority system◦ Legal-rational authority system◦ Charismatic authority system
James MacGregor Burns believed that leadership could take one of two forms:◦ Transactional leadership
Leaders and followers have an exchange relationship in order to get needs met.
◦ Transformational leadership Appeals to followers’ values and their sense of higher purpose Use reframing to point out how the problems facing followers
can be resolved if they fulfill the leader’s vision of the future.
Charismatic Leadership: A Historical Review
Leader characteristics◦ Vision◦ Rhetorical skills◦ Image and trust building◦ Personalized leadership
Follower characteristics◦ Identification with the leader and the vision◦ Heightened emotional levels◦ Willing subordination to the leader◦ Feelings of empowerment
Situational characteristics◦ Crises◦ Task interdependence and social networks◦ Other situational characteristics
Example
Common Characteristics of Charismatic and Transformational Leadership
Uses perceptions or reactions of subordinates to determine whether a leader was transformational
Transformational leaders- more successful at driving organizational change because of followers’ heightened emotional levels and willingness to work toward accomplishment of leader’s vision
Transactional leaders-motivate followers by setting goals and promising rewards for desired performance◦ Perpetuates status quo- Rewards do not typically result in
long-term changes associated with transformational leadership
Bass’ Theory of Transformational and Transactional Leadership
Leadership skills are needed when changes need to be made to existing systems and processes
Two major approaches to organizational change◦ Rational◦ Emotional
Charismatic leaders are more likely to emerge during times of uncertainty or crisis
Summary
Questions?
STRUCTURE, STRUCTURE, STRUCTURE!!
◦ Make an outline!! Intro Paragraph Supporting Paragraphs Concluding Paragraph
Each paragraph should have it’s own intro and conclusion, with your points neatly organized in the middle. Don’t jump around!
Writing Review
Do NOT:◦ Use numeral words to start sentences. First,
second, third, etc. Be more creative than that.
◦ Start neighboring sentences with the same word.
◦ Say “In conclusion”
◦ *Try a thesaurus if you get stuck
Style
Their, they’re, there
Run-on sentences
Don’t be afraid of commas and semicolons
Grammar
PEER EDIT!
University Writing Center
Common Essay Mistakes
A Final Note
