Leading Change The Final Chapter!
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
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
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 6. Generate short-term wins 5. Empower employees to act on the vision 4. Communicate the vision widely
Ex. 15.3A Range of Everyday Change Strategies Creative self-expression Right opportunities Private Leader working alone Public Leader working with others Right Words Alliance-building
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
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
Leading Creative People • Brainstorming • No criticism • Freewheeling • Quantity desired
Lateral Thinking • A set of systematic techniques for changing mental concepts and generating new ones.
Personal Compact The reciprocal obligations and commitments that define the relationship between employees and the organization
Additional Tools for Implementing Change • Emotional Elements • Communication and Training • Participation and Involvement • Coercion
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 - Hero to Humble - Autocratic vrs Democratic - Contingency/Situational Leadership 16
WHAT HAVE WE LEARNEDContinued Importance of Building Relationships Partnership building Models of Leadership: Hersey Blanchard’s Situational Leader - Fiedler’s Contingency - Path Goal Theory Leadership Personalities Personality Traits and Behaviors Leader attitudes – how they effect 17
WHAT HAVE WE LEARNEDContinued 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 18
WHAT HAVE WE LEARNEDContinued Leading Teams - Definition of teams / Types of teams / Team Effectiveness Developing Vision and Values on YOUR team Shaping Culture on YOUR team Leading Change 19