Leading Change Leading Change in Organizationsin Organizations

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Purposes of Leadership Component

Review the concepts of leadership and change

Discuss the steps for change process in organizations

Develop techniques for overcoming resistance to change

Continued…

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Purposes of Leadership Component cont.

Develop a plan for leading change in your organization to embed the principles and practices of planning and evaluation learned in the collaborative

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Teachable Point of View

Big Ideas

Values

Emotional energy and edge

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Big Ideas Leadership as an interactive process of

mutual influence to solve problems and effect change

Develop leaders at all organizational levels

Function as both a learner/group member and teacher/learner

Understand environment and take risks

Act with integrity

Prepare for leadership

Prepare for organization change

Embed principles and practices of effective planning and evaluation in organization

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Values Honesty Diversity

Respect Commitment

Participation Preparation

Teamwork Candor/openness

Positive energy

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Emotional Energy

Sense of urgency

Mission is inspiring and worth achieving

Stretch goals that are achievable

Collective knowledge and experience

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EdgeThoughtful and timely decisions

How to plan and evaluate the program

Vision and values

How to plan for and lead change

How to work together as a collaborative

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What does Leadership mean?

Leadership is a process

Leadership is about exercising influence

Leadership is about change

Leadership is performing art

Leaders and group members are roles in the process

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Leadership is a process Solve problems and reach goals aimed at

a vision which requires change

“The art of mobilizing others to want to struggle for shared aspirations”

Mobilize others to want to do, not just do

Get people to volunteer to move together in a common direction

Fuse thought, feelings, and action to produce cooperative effort to serve a common purpose and values of leaders and group members

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Leadership…

Is a process

that is based on influence,

involving both leaders and group members

who intend real change

in achieving a common purpose.

-Joseph C Rost, “Leadership for the 21st Century”

--Peter Northouse, “Leadership: Theory & Practice”

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Leadership…

Is a process

An event that occurs between the leader and the group members.

It is not a trait or characteristic that resides solely in the leader.

It is an interactive event, not a one-way event. It becomes available to everyone.

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Leadership…

Is based on influence.

The influence is

multidirectional.

The influence behaviors

are noncoersive.

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Roles of leaders and group members

Rotate depending on who has the expertise at the moment or who has that responsibility; shared responsibility

No one person has all of the knowledge, expertise, power, or authority to solve problems by themselves

Need the collective talents of everyone to address the challenges that confront organizations

New concept of leadership is more a collaborative, distributive process to develop reciprocal meaning

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Leadership effectiveness is measured (Ralph Stoghill, 1974)

Did the organization achieve its goals

How well the members coalesced as a group

How satisfied were the members with the process

itself

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What do leaders do?(Based on The Leadership Challenge by Kouzes and Posner)

Model the way – find your voice, set the pace and

walk the talk

Behavior consistent with their espoused values; have integrity

Work with other members of the team to shape organizational values that will guide how they behave

Generate ideas

Have edge to make the tough decisions about resources and people

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What do leaders do?

Inspire a shared vision shaped by ideas – know the context; envision the future and help others to see it; leaders can not command commitment, they can only inspire it

Challenge the process – search for opportunities; step out into the unknown and take risks

Enable others to act – give authority, information, and discretion

- Move an organization to change

- Bring it into alignment with the shared vision and values

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What do leaders do?

- Foster collaboration

- Strengthen others

Encourage the heart by recognizing people’s accomplishments – show people that they are winners

- Celebrate the values and victories

- Do not command and control, but rather serve and support

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“Ethics Check”

Is it legal?

Will I be violating either civil law or company policy?

Is it balanced?

Is it fair to all concerned in the short term as well as in the long term?

Does it promote win-win relationships?

How does it make me feel about myself?

Will it make me proud?

In Sum

Credibility is the foundation of leadership

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In the Presence of a Leader

I find myself standing taller, thinking more clearly, seeing things freshly, considering greater risk, and performing in ways I didn’t know I could.

I realize potential that I had not even recognized in me. I expand my thinking, increase my production, confront my fear of failing, and gain incredible insights.

As I have come to trust their wisdom, I find increasing willingness to risk developing my potential.

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In the Presence of a Leader

I am not coddled. I am expected to demonstrate self-discipline, quality contribution, personal responsibility and mature responses. In short, I am held responsible for my actions.

I am not permitted to hide behind my natural patterns. I am inspired, encouraged, and guided in my development.

--Barr & Barr

“The Leadership Equation”

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Leadership vs Management

The key function of a Leader

Is to establish the basic vision

of the organization.

The key function of a Manager

is to implement the vision.

--Edwin Locke

“The Essence of Leadership”

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Leadership vs Management

The Leader is the one

who climbs the tallest tree, surveys the

entire situation, and yells,

“Wrong Jungle.”

The Manager responds,

“Shut up! We’re making progress.”

--Stephen Covey

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Management –

Is about coping

with complexity.

Leadership –

Is about coping

with change.

--John P. Kotter

“What Leaders Really Do”

Harvard Business Review

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Management

Planning & budgeting – setting targets for the future, establishing detailed steps and then allocating resources to accomplish those plans.

LeadershipSetting a direction – developing a vision of the future along with strategies for producing the changes needed to achieve that vision.

--John P. Kotter

“What Leaders Really Do”

Harvard Business Review

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Management

Organizing & staffing – creating the organizational structure and set of jobs, staffing the jobs, delegating responsibility for carrying out the plan and devising systems to monitor implementation.

LeadershipAligning people – communicating the new direction to those who understand the vision and are committed to its achievement

--John P. Kotter

“What Leaders Really Do”

Harvard Business Review

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Management

Controlling & problem solving – monitoring results, identifying deviations and planning and organizing to solve the problems.

Leadership

Motivating & inspiring – keeping people moving in the right direction by appealing to basic but often untapped human needs, values, and

emotions. --John P. Kotter

“What Leaders Really Do”

Harvard Business Review

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Successful

Change

70 – 90% Leadership

10 – 30% Management

--John P. Kotter

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Shifting the Focus from

Management to LeadershipStrong

Weak Strong

--Capezio & Morehouse

Secrets of Breakthrough Leadership

Leadership

M a n a g e m e n t

New Path

Same Path