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BM Assign Leadeship
BM Assign Leadeship
5. Change Management........................................................................................................................12
INFOLINK U. COLLEGE : Bu. Ma. Leadership and Change Mag.t
People often mistake leadership and management as the same thing but in essence, they are very
different. The main difference between the two is that leaders have people that follow them,
while managers have people who simply work for them. Particularly in small businesses, for a
small business owner to be successful they need to be both a strong leader and manager to get
their team on board with working towards their vision of success. Leadership is about getting
people to comprehend and believe in the vision you set for the company and to work with you on
achieving your goals, while management is more about administering and making sure the day-
to-day activities are happening as they should.
Leadership and management must go hand in hand. They are not the same thing, but they are
necessarily linked and complementary to one another. Any effort to separate the two within an
organization is likely to cause more problems than it solves. For any company to be successful, it
needs management that can plan, organize and coordinate its staff, while also inspiring and
motivating them to perform to the best of their ability.
Leaders tend to praise success and drive people, whereas managers work to find faults. They
paint a picture of what they see as possible for the company and work to inspire and engage their
people in turning that vision into reality. Rather than seeing individuals as just a particular set of
skills, they think beyond what they do and activate them to be part of something much bigger.
They’re well aware of how high-functioning teams can accomplish a lot more when working
together than individuals working autonomously are ever able to achieve.
For both sides to understand what they have to do, and to achieve excellence in doing it, they
need to comprehend the essence of the difference between them. This is a matter of definition –
understanding how the roles are different and how they might overlap. Managers, on the other
hand, will focus on setting, measuring and achieving goals by controlling situations to reach or
exceed their objectives.
Management Leadership
Managers give directions Leaders ask questions
Managers have subordinates Leaders have followers
Managers use an authoritarian style Leaders have a motivational style
Managers tell people what to do Leaders show people what to do
Managers have good ideas Leaders implement good ideas
Managers react to change Leaders create change
Managers try to be heroes Leaders make heroes of everyone around them
Managers exercise power over people Leaders develop power with people
Leading teams needs both style and focus. Your style suggests how you engage with
people, your focus, what you want to achieve. There are many ways to answer the
question “What makes a good leader?” Here we explore how style and focus answers
the question. Our leadership style will determine how we engage with people, providing
motivation and commitment. The leadership focus will help ensure us apply the right
leadership style for the right situation to achieve the right results.
When a new team is being formed the most important aspect on which the leader needs
to focus is what the team is there to achieve. Teams form quicker and develop faster
when there is a clear and meaningful challenge that the individuals want to achieve.
Whilst a leader of course also has to attend to other needs such as beginning to create
a sense of belonging amongst the team members, their first priority should be
establishing a clear and compelling reason for what the team is trying to achieve
Informal power: In other hand, informal power is something a person earned himself.
That means comes, not from an official position, but from the respect and appreciation
one has earned from the members of a group. This respect and appreciation allow the
individual to influence his or her peers in a way that others within the group cannot.
Informal power has unique characteristics depending on the education, experience, and
expertise in certain field. These qualities are viewed with respect, however there are
several factors to gain personal power.
There are many sources of power that someone can achieve using different resources.
Reward Referent
Coercive Expert
Legitimate Information
1. Discuss as a group: There is usually a leader who oversees the process. This
leader facilitates a discussion about the issue at hand or the decision that needs to
be made.
2. Provide information: The leader shares all pertinent information for deciding with
the whole group.
3. Share ideas: The group shares ideas about how to solve the problem.
4. Process ideas and information: The leader summarizes the information and
ideas for the group.
5. Make a decision: The group makes the best decision based on the information
and ideas presented.
6. Implement the decision: All members of the organization implement the decision.
The participative leadership decision-making process can take many forms, but the key
element is collective input from all members of the organization.
The delegating leadership style is a style of leadership where a group leader assigns
projects or assignments to their employees and gives them free reign to work. The
employee(s) get to make all decisions and choices, which they are then responsible for.
A delegating leadership style is a low task and relationship behavior approach to
leadership where a leader empowers an individual to exercise autonomy. Employing
this approach entails providing the individual with the big picture, then trusting them to
deliver agreed-upon results.
A delegating leadership style is most effective with a person that is both confident and
competent to perform. Even a moderate level of input from the leader here (e.g. offering
suggestions) can be off-putting and, as such, interpreted as a lack of trust. This might
result in regression of both their task-related ability and motivation.
Many studies have tried to find out the relationship between gender role and leadership
style. They assumed that gender role is an important personality trait that influences
leadership style. Thus, they have related masculinity with task-oriented leadership style
and femininity with relationship-oriented leadership style. Some scholars suggest that
the masculinity/femininity dimension affects the meaning of work in people’s lives. While
men still dominate in leadership positions, there is some suggesting that when women
do occupy leadership positions, they display different leader styles compared to males.
The notion of male and female gender qualities facilitates the argument that male
gender qualities are oriented towards more impersonal, task oriented or transactional
approach to leadership, while female gender qualities tend towards a more nurturing,
relationships-oriented style of leadership that underlies the transformational leadership
approach. Women seem to lead in a rather democratic way, while men show a more
autocratic leadership style. Another study also show that women adopt democratic and
participative leadership styles in the corporate world and in education. Moreover, female
leaders seem to prefer a transformational leadership style.
People can easily become demotivated if a leader is constantly shutting down any new
suggestions or improvements. Great leaders know they need to involve the team in
advancing the process, which gives team members ownership and pride.
1. External challenges
It's almost impossible to imagine a situation where a leader doesn't have to cope with
external challenges. In an organization, such issues as lack of funding and other
resources, opposition from forces in the community, and interpersonal problems within
the organization often rear their heads. Social, economic, and political forces in the
larger world can affect the organization as well. To some extent, the measure of any
leader is how well he can deal with the constant succession of crises and minor
irritations that threaten the mission of his group. If he is able to solve problems, take
advantage of opportunities, and resolve conflict with an air of calm and a minimum of
bother, most of the external issues are hardly noticeable to anyone else.
If the leader doesn't handle external challenges well, the organization probably won't,
either. When people feel that leaders are stressed or unsure, they themselves become
stressed or unsure as well, and the emphasis of the group moves from its mission to the
current worrisome situation. The work of the group suffers.
2. Internal challenges
While leadership presents to each of us the opportunity to demonstrate the best of what
we are, it also exposes our limitations. In many cases, good leaders have to overcome
those limitations in order to transmit and follow their vision. Fear, lack of confidence,
insecurity, impatience, intolerance (all can act as barriers to leadership. At the same
time, acknowledging and overcoming them can turn a mediocre leader into a great one.
It's often very difficult for people, especially those who see themselves as leaders, to
admit that they might have personality traits or personal characteristics that interfere
with their ability to reach their goals. Part of good leadership is learning to accept the
reality of those traits, and working to change them so they don't get in the way.
negative in others. The real challenge is in knowing the difference, and adapting your
behavior accordingly.
Real leadership makes great demands on people. As a leader, we are responsible for
our group's vision and mission, for upholding a standard, often for being the group's
representative to the rest of the world and its protector as well. These responsibilities
might be shared, but in most organizations, one person takes the largest part of the
burden.
5. Change Management
Change management means managing change as a whole, not merely a new process
or tell. Strategically, it is the indirect orchestration of all the parts that are relevant to the
implementation. Change is never easy, but a process that includes these critical steps
will give leaders the best shot at achieving positive, long-term change. Change is
predictable, as leaders know all too well. To stay relevant, organizations must be able to
adapt to the current landscape. Whether the change is robust or small, a successful
change management process will help minimize risk and disruptions to key services.
Here is a quick summary of essential change management strategy in five steps that
will keep us on the right track.
the temptation and instead spend time understanding the situation and the change.
Involve a range of people in developing a shared understanding of the situation. You
can then be sure that your solution addresses the complexity of the problem.
This stage can be frustrating because many of the questions they ask we will have
already considered back at the beginning of Stage 1. However, it is important to give
communication and involvement the time it needs. Rush the communication aspect of
managing change and people's commitment will be weakened. This could cause real
problems later down the line.