LEADERSHIP AND STYLES OF

LEADERSHIP –
CHANGE MANAGEMENT

LEADERSHIP
is about influencing, motivating and enabling
others to contribute toward the
effectiveness and success of the
organizations of which they are members.

Leadership and Styles of Leadership – Change Management 1

 TRADITIONAL THEORIES OF
LEADERSHIP
• Trait Theories of Leadership
– Competency Perspective of
Leadership
– Behavioral Perspective of
Leadership
• Contingency Theories of
Leadership
• Path-Goal Leadership Theory

COMPETENCY PERSPECTIVE
OF LEADERSHIP
Personality Leadership
Extroversion motivation
Conscientiousness Need for
socialized power
Self-concept
Self-beliefs and Knowledge of
positive self-evaluation the business
About leader identity Tacit and explicit
knowledge of the
Drive business
Motivation and high
need for achievement Cognitive & practical
Emotional Intelligence intelligence
Integrity Ability to perceive and Ability to process
Truthfulness, honesty express emotion, understand information and to solve
and ethical conduct and regulate emotion real-world problems by
adapting to environments

Leadership and Styles of Leadership – Change Management 2

 COMPETENCY PERSPECTIVE
LIMITATIONS AND PRACTICAL
IMPLICATIONS
• Leadership does not have a universal list of traits that
apply in every conditions.
• Two people with different sets of competencies might be
equally good leaders.
• Leadership is relational.
• Competencies indicate only
leadership potential, not
leadership performance.
• Leadership must be
developed throughout life.

BEHAVIORAL PERSPECTIVE
OF LEADERSHIP
LEADER ARE TASK- LEADER ARE PEOPLE-
ORIENTED WHEN THEY ORIENTED WHEN THEY
• Assign work and clarify • Show interest in others as
responsibilities. people.
• Set goals and deadlines. • Listen to employees.
• Evaluate and provide • Make the workplace more
feedback on work quality. pleasant.
• Establish well-defined • Compliment employees
best-work procedures. for their work.
• Plan future work • Are considerate of
activities. employee needs.

Leadership and Styles of Leadership – Change Management 3

 LEARDER STYLE AND DECISION-
MAKING (Vroom & Yetton, 1973)

The shaded area represents the

amount of freedom available

Opt-out
Sharer
Sweet
talker
Rules and
Solo regulations

THE SOLO LEADER

• Gives direction, tends to operate on his own
and keeps away from subordinates.
• Is clearly the boss and his authority is
unchallenged.
• His subordinates are often
frightened of doing things without
his approval.
• Where time is short, this directive
approach may be necessary.

Leadership and Styles of Leadership – Change Management 4

 THE RULES AND REGULATIONS
LEADER
• The instructions are based on rules and laid-
down guidelines.
• The style is good for those who have a low
tolerance for ambiguity and need everything
laid out neatly for them.
• For others, this style can be
intensely frustrating because it does
not allow initiative.

THE SWEET-TALKING LEADER

• Usually has a persuasive disposition.
• Uses his personality and political skills to
succeed.
• Is sometimes described as “charismatic”, a
“born leader”.
• Uses a strategy designed to
get things done with little
personal damage.

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Leadership and Styles of Leadership – Change Management 5

 THE SHARING LEADER
• Encourages sharing in decision-making and
gives people latitude in determining their own
job structure.
• Will work hard to achieve a congenial
atmosphere.
• But time has to be available to take this
approach.
• The leader has to be skilful
in deciding what should be
shared and what should be
decided by him.
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THE OPT-OUT LEADER

• Is very active at first in setting guidelines and
deadlines, but then withdraws from the scene
and lets everyone get on with the job without
monitoring or evaluation.
• This style may be good when
colleagues are highly skilled
and experienced, and have the
political know-how to
understand when matters
should be referred upwards.
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Leadership and Styles of Leadership – Change Management 6

 CONTINGENCY
PERSPECTIVE OF
LEARDERSHIP
• Based on the idea that the most
appropriate leadership style depends on
the situation.
• Leaders must be both insightful and
flexible.
• However, leaders
typically have a
preferred style.

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PATH-GOAL LEADERSHIP
THEORY
Employee
contingencies
•Skills/experience
•Locus of control

Leader
behaviors Leader effectiveness
•Directive •Employee motivation
•Supportive •Employee satisfaction
•Participative •Leader acceptance
•Achievement-
oriented
Environmental
contingencies
•Task structure
•Team dynamics
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Leadership and Styles of Leadership – Change Management 7

 CHARISMATIC LEADERSHIP
Ethical Charismatic Leader
• Uses power to serve others
• Align vision with followers’ needs
and aspirations
• Considers and learns from
criticism
• Stimulates followers to think
independently and to question the
leader’s view
• Open, two-way communication
• Coaches, develops, and supports
followers; shares recognition with
others
• Relies on international moral
standards to satisfy organizational
and societal interest
Unethical Charismatic Leader
• Uses power only for personal gain
or impact
• Promotes own personal vision
• Censures critical or opposing
views
• Demands own decisions be
accepted without question
• One-way communication
• Insensitive to followers’ needs
• Relies on convenient, external
moral standards to satisfy self-
interest

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TRANSFORMATIONAL
LEADERSHIP

Build Develop a
commitment strategic
to the vision vision

Elements of
Transformational
Leadership

Model the Communicate

vision the vision

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Leadership and Styles of Leadership – Change Management 8

 SHARED LEADERSHIP
• Leadership is broadly distributed, rather than assigned
to one person ;
• Formal leaders delegate power and encourage
employees to take initiative and risks without fear of
failure ;
• Collaborative culture rather than
internally competitive culture ;
• Employees learn to influence others
through their enthusiasm, logical
analysis, and involvement of coworkers
in their idea or vision.

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CROSS-CULTURAL ISSUES IN
LEADERSHIP
Number of factors potentially contribute to
differences in effective leadership process
across culture. Some of them include:
• Personal values (of leader and followers)
• Manager’s background
(economic/educational background, class and
family status)
• Interpersonal skills

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Leadership and Styles of Leadership – Change Management 9

 CHANGE MANAGEMENT

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VUCA WORLD

• VOLATILITY STABITLITY

• UNCERTAINTY CERTAINTY

• COMPLEXITY SIMPLICITY

• AMBIGUITY CLARITY

CHANGE MANAGEMENT

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Leadership and Styles of Leadership – Change Management 10

 LEWIN’S FORCE FIELD ANALYSIS MODEL
• Developed by Kurt Lewin
Restraining
• Driving forces Forces
– Push organizations toward change
– External forces or leader’s vision

• Restraining forces
– Resistance to change -- employee Driving
Forces
behaviors that block the change process

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LEWIN’S FORCE FIELD ANALYSIS

MODEL (2)
Restraining
Desired Forces
Conditions

Restraining
Forces Driving
Restraining Forces
Forces

Driving
Forces
Current Driving
Conditions Forces

Before During After

Change Change Change

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Leadership and Styles of Leadership – Change Management 11

 RESTRAINING FORCES (Resistance to Change)
Many forms of resistance
• e.g., complaints, absenteeism, passive
noncompliance

View resistance as a resource

– Symptoms of deeper problems in the
change process
– A form of constructive conflict -- may
improve decisions in the change
process
– A form of voice – helps procedural
justice

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WHY EMPLOYEES RESIST CHANGE

1. Direct costs
• Losing something of value due to change

2. Saving face
• Accepting change acknowledges own imperfection, past wrong doing

3. Fear of the unknown

• Risk of personal loss
• Concern about being unable to adjust

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Leadership and Styles of Leadership – Change Management 12

 WHY EMPLOYEES RESIST CHANGE (2)
4. Breaking routines
– Organizational unlearning is part of change process
– But past practices/habits are valued by employees due to
comfort, low cognitive effort

5. Incongruent organizational systems

– Systems/structures reinforce status quo
– Career, reward, power, communication systems

6. Incongruent team dynamics

– Norms contrary to desired change

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Creating an Reducing the Refreezing the

Urgency for Restraining Desired
Change Forces conditions

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Leadership and Styles of Leadership – Change Management 13

 CREATING AN URGENCY FOR CHANGE
• Inform employees about driving forces
• Most difficult when organization is doing well
• Customer-driven change
– Adverse consequences for firm
– Human element energizes employees
• Sometimes need to create urgency to change
without external drivers
– Requires persuasive influence
– Use positive vision rather than threats

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MINIMIZING RESISTANCE TO CHANGE

Communication • Highest priority and first strategy for

change
Learning • Improves urgency to change
• Reduces uncertainty (fear of
Involvement unknown)
• Problems -- time consuming and
Stress Mgt costly

Negotiation

Coercion

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Leadership and Styles of Leadership – Change Management 14

 MINIMIZING RESISTANCE TO CHANGE

Communication • Provides new knowledge/skills

• Includes coaching and other forms
Learning of learning
• Helps break old routines and adopt
Involvement new roles
• Problems -- potentially time
Stress Mgt consuming and costly

Negotiation

Coercion

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MINIMIZING RESISTANCE TO CHANGE

Communication
• Employees participate in change
Learning process
• Helps saving face and reducing fear of
Involvement
unknown
• Includes task forces, future search
Stress Mgt
events
Negotiation • Problems -- time-consuming,
potential conflict
Coercion

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Leadership and Styles of Leadership – Change Management 15

 MINIMIZING RESISTANCE TO CHANGE

Communication • When communication, learning, and

involvement are not enough to
Learning minimize stress
• Potential benefits
Involvement – More motivation to change
– Less fear of unknown
Stress Mgt – Fewer direct costs
• Problems -- time-consuming,
Negotiation expensive, doesn’t help everyone

Coercion

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MINIMIZING RESISTANCE TO CHANGE

Communication

Learning
• Influence by exchange -- reduces
Involvement direct costs
• May be necessary when people
Stress Mgt clearly lose something and won’t
otherwise support change
Negotiation • Problems
– Expensive
Coercion
– Gains compliance, not commitment

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Leadership and Styles of Leadership – Change Management 16

 MINIMIZING RESISTANCE TO CHANGE

Communication

Learning

Involvement • When all else fails

• Assertive influence
Stress Mgt • Radical form of “unlearning”
• Problems
Negotiation – Reduces trust
– May create more subtle resistance
Coercion
– Encourage politics to protect job

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REFREEZING THE DESIRED

CONDITIONS
• Realigning organizational systems and team dynamics with
the desired changes
– Alter rewards to reinforce new behaviors
– Change career paths
– Revise information systems

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Leadership and Styles of Leadership – Change Management 17

 CHANGE AGENTS
• Change agent -- anyone who possesses enough
knowledge and power to guide and facilitate the
change effort
• Engage in transformational leadership
– Develop the change vision
– Communicate the vision
– Act consistently with the vision
– Build commitment to the vision

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STRATEGIC VISION & CHANGE

• Need a vision of the desired future state
• Identifies critical success factors for change
• Minimizes employee fear of the unknown
• Clarifies role perceptions

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Leadership and Styles of Leadership – Change Management 18

 DIFFUSION OF CHANGE
• Begin change as pilot projects

• Effective diffusion considers MARS model

– Motivation – pilot project is successful, reward diffusion of pilot
project
– Ability – Train employees to adopt pilot project
– Role perceptions –Translate pilot project to new situations
– Situational factors – Provide resources to implement pilot project
elsewhere

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