Leading Change
The Final Chapter!
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Learning from Lincoln
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Ex. 15.1 Forces Driving the Need for Major Organizational
Change
Globalization, technological change, e-business, increased
competition, changing markets
More threats
More domestic competition
Increased speed
International competition
More opportunities
Bigger markets
Fewer barriers
More international markets
More large-scale change in organizations
Reengineering
Horizontal organizing – teams
Networks
Quality programs
New technologies and products
Mergers, joint ventures
Consortia
Virtual and global teams
Strategic change
Cultural change
Learning organization
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Strong Leadership
• Want change instead of maintaining status
quo
• Demonstrate courage
• Believe in employees’ capacity to assume
responsibility
• Able to assimilate and articulate values
that promote adaptability
• Recognize and learn from own mistakes
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Ex. 15.2 The Eight-Stage Model of Planned Organizational
Change
8. Make the
change stick
1. Establish a
sense of
urgency
7. Keep up
urgency to tackle
bigger problems
2. Form a powerful
guiding coalition
3. Develop a
compelling vision
and strategy
4. Communicate
the vision widely
6. Generate
short-term
wins
5. Empower
employees
to act on the
vision
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Ex. 15.3
A Range of Everyday Change Strategies
Creative
selfexpression
Right
opportunities
Private
Leader working
alone
Public
Leader working
with others
Right
Words
Alliance-building
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Innovation Terms (contd.)
Corporate Entrepreneurship
– Internal entrepreneurial spirit that includes values of
exploration, experimentation, and risk taking
Idea Champions
– People who passionately believe in a new idea and
actively work to overcome obstacles and resistance
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Innovation Terms
Creativity
– The generation of new ideas that result in improved
efficiency and effectiveness of the organization
Idea Incubator
– A safe harbor where ideas from employees
throughout the organization can be developed without
interference from company bureaucracy or politics
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Leading Creative People
• Brainstorming
– No criticism
– Freewheeling
– Quantity desired
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Lateral Thinking
• A set of systematic techniques for
changing mental concepts and generating
new ones.
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Personal Compact
The reciprocal obligations and
commitments that define the
relationship between
employees and the organization
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Additional Tools for Implementing
Change
• Emotional Elements
• Communication and
Training
• Participation and
Involvement
• Coercion
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WHAT HAVE WE LEARNED
• Definition of a Leader
• Importance of “Change”
• The need to move from control to
Empowerment
• Difference in Managers and Leaders
• Difference in Leadership Styles:
– Trait
- Autocratic vrs Democratic
- Hero to Humble
- Contingency/Situational Leadership
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WHAT HAVE WE LEARNED
Continued
• Importance of Building Relationships
• Partnership building
• Models of Leadership:
– Hersey Blanchard’s Situational Leader
- Path Goal Theory
- Fiedler’s Contingency
• Leadership Personalities
• Personality Traits and Behaviors
• Leader attitudes – how they effect
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WHAT HAVE WE LEARNED
Continued
•
•
•
•
Myer-Briggs Indicator and how to use
Developing a Leader’s Mind
Importance of Ethics/Moral in Business
Styles of Leaders:
–
•
•
•
•
Authoritarian / Participative / Stewardship / Servant
Followership - How to understand your team
Motivation your employees
The importance of Communication
Diversity / Power and Influence
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WHAT HAVE WE LEARNED
Continued
• Leading Teams -
Definition of teams / Types of teams / Team
Effectiveness
• Developing Vision and Values on YOUR
team
• Shaping Culture on YOUR team
• Leading Change
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