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Study Unit 3
Topic 9: Leading change
Leadership is a key enabler of change.
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The role of leadership
There is marked difference in the orientation betweenmanagement and leadership.
Both involve:
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1. deciding what needs to be done
2. developing the capacity to do it
3. ensuring that it is done
However, while management is concerned with order and
consistency, leadership is concerned with change
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1. Deciding what needs to be done
Management involves
deciding what needs to be
done through a process of goal
setting, establishing detailed
steps for achieving these goals
and identifying and allocatingthe resources necessary for
their achievement (through
planning and budgeting)
Leadership focuses on creating a
vision and setting a direction, and
developing the strategies
necessary to move in that
direction.
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1.1 Deciding what needs to be done: Quality of the vision
But unless the leader:
makes a realistic assessment of the situation
and responds to the concerns of others
the vision may not be fit for purpose.
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A strong vision can make a valuable contribution to the success of a
change initiative
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1 2 D idi h t d t b d Th l d t f th
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1.2 Deciding what needs to be done: The leaders assessment of the
situation
Nobody challenges their vision
Subordinates may fear repercussions
They may be too dependent on and trusting in the
leaders judgement.
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Sometimes leaders fail to make a realistic assessment of the
situation because:
Their diagnosis is unsoundThey may be so committed to a project that they only attend to
information which supports their own position.
A history of past successes can contribute to this condition.
1 3 D idi h t d t b d Th l d tt ti t t k h ld
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1.3 Deciding what needs to be done: The leaders attention to stakeholder
interests
It is also essential that those exercising leadership are sensitive
to the needs and priorities of key stakeholders.
Visions that ignore the legitimate needs and rights of some
stakeholders may never be achieved because disadvantaged
stakeholders act to undermine any attempt to introduce change.
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2. Developing the capacity to do it
Management involves
developing the capacity toaccomplish the
organisations agenda by
organising and staffing.
Leadership focuses on aligning
people, communicating thenew direction and creating
coalitions committed to
getting there.
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2 1 D l i th it t d it Ali i l t
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2.1 Developing the capacity to do it: Aligning people to
achieve the vision
Developing capacity involves communicating in a waythat aligns people to achieve the vision.
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2.2 Developing the capacity to do it: Building coalitions
Sometimes leaders fail to create the capacity to get things done
because they fail to build coalitions committed to achieving the vision
A feature of modern organisations is interdependence, where noone has complete autonomy, and where most members of the
organisation are tied to many others by their work, technology,
management systems and hierarchy.
These interdependencies point to a need for lateral leadership to
create commitment to a shared understanding of what needs tobe done.
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2 3 Developing the capacity to do it: Empowering others
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2.3 Developing the capacity to do it: Empowering others
to act
In those situations where there is a clear (and shared) sense of
direction, committed stakeholders, including subordinates, aremore likely to feel able to take action without encountering
undue conflict with others or being reprimanded by superiors.
But sometimes this shared sense of direction is lacking because
the vision is poorly communicated.
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3. Ensuring that it is done
Management involvesensuring that people
accomplish plans by
controlling and problem
solving.
Leadership is more concernedwith motivating and inspiring.
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3 1 Ensuring that it is done: Kotter identifies four ways in
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3.1 Ensuring that it is done: Kotter identifies four ways in
which leaders can do this
Articulating the vision in ways that are in accord with peoples
values Involving people in deciding how to achieve the vision, thereby
giving them some sense of control.
Supporting others' efforts to realise the vision by providing
coaching, feedback and role modelling.
Recognising and rewarding success.
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Managerial work in times of change is increasingly a
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Managerial work, in times of change, is increasingly a
leadership task
While management and leadership are distinctactivities they are necessary and complementary.
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Wh t l d d
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What leaders do
A lot of attention has been paid to what leaders do (the behavioural view)
and how circumstances affects what they do (situational leadership)
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Some of the things that leaders need to do include
Recognise the need for change
Identify change goals
Communicate a sense of direction
Formulate a change strategy Involve others
Build coalitions
Motivate people
Provide support
Create an organisational context conducive to change
H th d it l d hi t l
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How they do it: leadership style
The assumptions leaders make about others has a
powerful affect on their leadership style.
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M G th X
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McGregors theory X
The average human being has an inherent dislike of workand will avoid it if s/he can
Because of the human characteristic dislike of work, mostpeople must be coerced, controlled, directed andthreatened with punishment to get them to put forthadequate effort towards the achievement of organisationalobjectives.
The average human being prefers to be directed, wishes toavoid responsibility, has relatively little ambition and wantssecurity above all.
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Managers who hold these assumptions adopt
a more directive and controlling leadership style.
Th ff f l d hi l
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The effect of leadership style
A leaders style can have both positive and negativeeffects
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Situational leadership
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Situational leadership
Situational leadership challenges the notion that there
is one leadership style that will be best for every
manager in all circumstances.
The most effective style depends on situational factors
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Charismatic leadership
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Charismatic leadership
The charismatic leaders are those have the ability to
inspire others.
This requires two distinct skills:
Framing
Rhetorical crafting
While the basic message provides the sense of direction, it is the
rhetoric which heightens its motivational appeal and determineswhether it will be sufficiently memorable to influence the day-to-day
decision-making of those involved in the change.
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Distributed leadership
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Distributed leadership
Leadership is not the exclusive preserve of senior managers
Managers, throughout the system, have to accept that they have
a leadership role to play.
The network of leaders need to share a common vision that is
clear, consistent and inspiring.
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The collective nature of leadership
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The collective nature of leadership
Collective leadership is required in those circumstances
where a single individual is unable to formulate and
implement a vision that is acceptable to a sufficient
body of powerful stakeholders.
Two factors determine whether it will be effective:
Coherence Fragility
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Fragility can be defined in terms of
three types of coupling
Strategic coupling
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Strategic coupling
The internal harmony between members of the
leadership constellation.
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Cons: Constellation can become disconnected
when divergent views emerge about what is
important and when these differences lead to
conflicts within the constellation.
Organisational coupling
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Organisational coupling
The relationship between members of the leadership
constellation and their organisational constituencies
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Cons: If members of the leadership
constellation lose touch with their
constituents, the constituents will begin to fee
that their views are not being properlyrepresented by their leader.
Environmental coupling
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Environmental coupling
The degree of coherence between the leadership constellations
vision and aspirations and the demands and constraints
imposed by powerful external stakeholders.
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Cons: Constellations can break down if they
become so detached from their environments
that performance (less to pressure) being todecline.
It can be difficult to maintain harmony at all three levels.
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It can be difficult to maintain harmony at all three levels.
Accommodating different interests is easier when
there is organisational slack
The interpersonal skills of members can affect the
stability of leadership constellations Dennis et al. (2001)
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A checklist for leading change
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A checklist for leading change
Kotter argues that leaders need to:
Establish a sense of urgency.
Form a powerful coalition.
Create a vision.
Communicate the vision.
Empower others to act on the vision.
Plan for short-term wins.
Consolidate improvements and producing still morechange.
Institutionalise new approaches.
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Summary
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Summary
This tutorial has considered:
The role of leadership in terms of
creating a vision,
aligning relationships around the vision
inspiring others to achieve the vision.
Leadership styles
The effect of situational factors
The nature of charismatic leadership Distributed leadership
Collective leadership
The tutorial ended with Kotters eight point checklist of whatleaders can do to promote change
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Book Review
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Leadership in Organizations by Gary Yukl - 2001, Prentice Hall
Gary Yukl is Professor of Management and Leadership at the State University of New York in Albany,
and a board member of the Leadership Quarterly journal. He is a well-known scholar and author on
leadership. Leadership in Organizations was first published in 1981. This fifth edition was publishedin 2002, and the formerly 19 chapters have been consolidated into 15 (which includes a new chapter
on ethical leadership and diversity). This has been done in order to accommodate a 15-week course.
Change
One of the most important and difficult leadership responsibilities is leading change. Chapter 10 discusses the change processes, and places an emphasis on cultural change. The creation
and establishment of a clear and compelling vision is useful to guide the organisation through
change, and the pre-requisite set of guidelines is included for formulating a vision.
Guidelines are also proffered for implementing change for political or organisational or people-
oriented actions.
Throughout the change process, the role of the leader is key.
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