REFENCES FOR LEADERSHIP IN MANAGEMENT

What is Peter Drucker's definition of leadership?

Peter Drucker defined leadership in this way: "Leadership is the lifting of a man's
vision to higher sights, the raising of a man's performance to a higher standard,
the building of a man's personality beyond its normal limitations."25 Jun 2019

Drucker's Top Tips to Successful Leadership - Corporate Learning ...

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15 Definitions on Leadership by prominent authors - Study MBA

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a good leader must also be an agent of change.

Organizations normally go through four main changes throughout their

growth (Klepper, 1997):

1. Formative Period — This is when a new organization is just getting started.

Although there is a founding vision (the purpose of the organization), there
are no formal definitions. This is just as well because there should be a lot of
experimentation and innovation taking place. These changes of creativity and
discovery are needed to overcome obstacles and accomplish breakthroughs.
2. Rapid Growth Period — Direction and coordination are added to the
organization to sustain growth and solidify gains. Change is focused on
defining the purpose of the organization and on the mainstream business.
3. Mature Period — The strong growth curve levels off to the overall pace of the
economy. Changes are needed to maintain established markets and assure
maximum gains are achieved.
 4. Declining Period — This is the rough ride. For some organizations, it means
down-sizing and reorganization. To survive, changes must include tough
objectives and compassionate implementation. The goal is to get out of the
old and into something new. Success in this period means that the four
periods start over again. Failure means the end of the organization is near.

For some organizations the four periods of growth come and go very
rapidly, for others, it may take decades. Failure to follow-through with
the needed changes in any of the four growth periods means the death
of the organization.

The Japanese have a term called “kaizen,” which means continual improvement. It is
a never-ending quest to do better. And you do better by changing. Standing still
allows your competitors to get ahead of you.

Change Acceptance

Throughout periods of changes, which is just about all the time for a
good organization, leaders need to concentrate on having their people
go from change avoidance to change acceptance. There are five steps
accompanying change (Conner, 1993):

o Denial — Cannot foresee any major changes.

o Anger — Aversion at others for what they're putting me through.
o Bargaining — Working out solutions and keeping everyone happy.
o Depression — Doubt and worry set in.
o Acceptance — Reality sets in, we must change or die.

This is why a worker's first reaction to change is often to resist it.

People get comfortable performing tasks and processes in a particular
manner. This comfort provides them with the security that they are the
masters of their environment. Some of the things that cause them to
fear change include a dislike of a disruption in their lives, looking like a
fool by not being able to adapt and learn, their jobs might become
harder, and a loss of control.
Leaders can help the change process by changing their employees'
attitude from avoidance into acceptance. This is often best
accomplished by changing avoidance questions and statements into
acceptance questions:

From “Why?” to “What new opportunities will this provide?”

When they ask “why,” focus on the benefits that the change will provide them and the
organization. Do NOT feel uncomfortable if you are feeling hesitation about the change too . . .
you are also human. By spelling out the benefits, you will not only comfort them, but help to
convince yourself too.

From “How will this affect me?” to “What problems will this solve?”

Anything that prevents something from being better is a problem. Let them know what the
problem is and how they will be part of the solution.

From “We do not do it this way.” to “What would it look like?”

Show them, don't tell. Stories can provide explanations, compassion, and encourages your team
to ask and answer questions.

From “When will this change be over so we can get back to work?” to “What can I
do to help?”

Get them involved in implementing the change. Help them to become part of the answer, rather
than the problem.

From “Who is doing this to us?” to “Who can help us?”

Focus on the challenges that must be overcome. Ensure that you enlist help from other
departments and colleagues.
Change is further complicated as it does not always produce a direct
adjustment. Each employee's attitude produces a different response
that is conditioned by feelings towards the change. In a classical
experiment , the lighting was improved in a factory on a regular basis
(Roethlisberger, Dickson, 1939). The theory was that better lighting
would lead to greater productivity. As expected, productivity did rise.
The lighting was then decreased to show the reverse effect, that lower
productivity would occur. However, the opposite occurred; productivity
increased further! It was not until the lighting was down to the
equivalent of moonlight (0.06 foot-candle) that an appreciable decline in
output was noticed.

Of course, it was not the change in lighting itself that caused the higher
output, but rather an intervening variable. This variable was diagnosed
as the employee's attitudes. That is, when you introduce change, each
employee's personal history and social situation at work will produce a
different attitude towards that change. You cannot see or measure
attitudes, but what you can see and measure is the response towards
that change:

Change + Personal experience (nurture) + Social

situation (environment) = Attitude + Response

In the factory workers' case, productivity rose because they were being
observed. This is known as the Hawthorne Effect (named after the
factory where the research took place). It means that the mere
observation of a group tends to change it.

Although each person will have a different response to change

(personal experience), they often show their attachment to the group
(social situation at work) by joining in a uniform response to the
change. For example, one person's personal experience might be so
strong that she works harder when a change is introduced, while the
rest of the group's social situation is strong enough that they threaten
to strike because of the change.
 Leading the Change

Image Source
Martin Luther King did not say, “I have a very good plan,” he shouted, “I have a
dream!” You must provide passion and a strong sense of purpose of the change.
Feelings are contagious. When someone around you is feeling blue, it
can bring you down. Likewise, when someone is passionate about
something, it can have an inspiring effect. Build the change so that
others want to be part of it. When you give them part of it, also give
them the authority and control to act upon it. Share the power so that
they do not feel powerless. You want them to feel useful and
enthusiastic. Make them feel needed, that the change could not happen
without them!

Kurt Lewin (1951) theorized that there are three stages to change:

Unfreezing

Old ideals and processes must be tossed aside so that new ones may be learned. Often, getting
rid of the old processes is just as difficult as learning new ones due to the power of habits. Just
as a teacher erases the old lessons off the chalkboard before beginning a new lesson, so must a
leader help to clear out the old practices before beginning the new. During this part of the
process you need to provide a small amount of coaching as they are unlearning the old ways and
provide a lot of cheerleading to give them the emotional support they require.

Changing

The steps to the new ideals are learned by practicing:

What I hear, I forget.

What I see, I remember.

What I do, I understand.

— Kung Fu Tzu.

Although there will be confusion, overload, and despair, there will also be hope, discovery, and
excitement. This period requires a lot of coaching as they are learning and just a little bit of
cheerleading due to the affect of arousal.

Refreezing
 The new processes are now intellectually and emotionally accepted. What has been learned is
now actually being practiced on the job. Provide coaching as required and use a lot of
cheerleading to set up the next change process . . . remember it is continuous process
improvement!

Next Steps
REFLECTING CHANGE

questions to ask:

o What is change?
o How is change perceived in your organization?
o How can you improve the change process so it will go smoother?
o Why must there be change?
o How do you feel when there is change in the organization?
o Do you accept the change more readily if you are part of the solution?
o Why is this?
o Can people be taught or led to enjoy change?

Quotes on Change

The Reality of Change

Change alone is unchanging. — Heraclitus (c. 535-c. 475 B.C.), Greek

philosopher. Herakleitos and Diogenes, pt. 1, fragment 23

All things change, nothing is extinguished... There is nothing in the whole world
which is permanent. Everything flows onward; all things are brought into being
with a changing nature; the ages themselves glide by in constant movement. —
Ovid (43 B.C.-A. D. 17), Roman poet. Pythagoras, in Metamorphoses, bk. 15 (c.
A.D. 8).

Nothing endures but change. — Heraclitus

The Conflict of Change

Change means movement. Movement means friction. Only in the frictionless
vacuum of a nonexistent abstract world can movement or change occur without
that abrasive friction of conflict. — Saul Alinsky (1909-72), U.S. radical activist.
Rules for Radicals, The Purpose (1971).

God, grant me the serenity to accept the things I cannot change, the courage to
change the things I can, and the wisdom to know the difference. — Reinhold
Niebuhr

The Impact of Change

Change has a considerable psychological impact on the human mind. To the

fearful it is threatening because it means that things may get worse. To the
hopeful it is encouraging because things may get better. To the confident it is
inspiring because the challenge exists to make things better. — King Whitney,
Jr.

We must become the change we want to see. — Mahatma Gandhi

Men make history, and not the other way around. In periods where there is no
leadership, society stands still. Progress occurs when courageous, skillful
leaders seize the opportunity to change things for the better. — Harry S.
Truman

The future is not a result of choices among alternative paths offered by the
present, but a place that is created--created first in the mind and will, created
next in activity. The future is not some place we are going to, but one we are
creating. The paths are not to be found, but made, and the activity of making
them, changes both the maker and the destination. — John Schaar, futurist

In a time of drastic change it is the learners who inherit the future. The learned
usually find themselves equipped to live in a world that no longer exists. — Eric
Hoffer

Leadership and Change

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 what I observed is that everyone can be a leader in their own way! Honestly, it depends on both
skills and qualities required in certain fields or projects. Some of them require a strategic planner as a
leader whereas some require relationship builder. It always depends.

However, I could really understand one thing, and that was a person possessing certain leadership
qualities and mindset can definitely develop other skills required. And it’s not true when people say
that qualities are inborn? You develop them through experiences too.

Therefore, let’s talk about the qualities that every leader should have:

1. Self Awareness:
“Great leadership starts with self awareness.”
Being aware of your own qualities, weaknesses, style, character, personality, and so on. significantly
affects how leaders carry on and associate with others. By being Self- Aware, a leader can
deliberately impact the circumstance and the potential atmosphere of the group.

Then again, not being self-aware could prompt undesirable or bothersome results.

If you desire to be an effective leader, consider and find out about your best leadership tool; yourself.
Reflect upon the effect your connections have on others. Tune in to both positive and negative
feedback others offer on your conduct and style. Request for candid feedback on your initiative.
Accept every opportunity to lead evaluations of your personality and style using substantial
instruments.

Attempting to understand, analyze and create yourself will pay immense profits when you are put
into any leadership role.
2. World Citizen:
Being a world citizen means that having concerns about what’s going around the entire world and not
just your home place. Leaders believe that this world is a global village where there are so many
varieties of people contributing towards peace and fulfillment or other humans and leaving an
impact.

Leaders are world citizens who perceive the truth of our shared humankind and common
destiny. This acknowledgment is an inspiration to leave on an adventure to create something more
than just a world. On this journey, leaders look to have a lasting effect which rises above fringes and
inspires our worldwide town or global village.
3. Empowering Others:
Empowerment refers both to the procedure of self-empowerment and to expert help of individuals,
which empowers them to beat their feeling of powerlessness and absence of impact making, and to
recognize and in the end to utilize their assets and possibilities.

So yes it is significant function of leadership.

Gone are the days when leadership was basically the effort of control and power over others. Today
the best leaders are the people who enable others to step up and lead. When you break out of the
traditional mind-set of a leader and a devotee, it can enable you to make stronger bonds with your
representatives and employees.

An empowering leader makes an environment where others can work freely and feel responsible
enough to take an interest in the decision making. It is an environment wherein much more can be
accomplished than was initially thought possible.

While there isn’t only one formula or one ‘right way’ that you can empower others, an empowering
leader would constantly take a look at new chances to all things considered to achieve an
organization’s objectives.
4. Solution Oriented:
We all react to issues in various ways. A few of us quickly begin turning over that problem in our
mind, perhaps searching for the reason that issue developed or searching out related issues that might
not have occurred to us yet. But, others look beyond the problem to the solution—quickly searching
for approaches to settle the issue and move ahead.

There’s most likely space for the two different ways of reasoning—however in case you’re in a
position of leader, your employees are going to seek you for answers. To an enormous degree,
they’re going to require you to have solutions, not only theories about the issue itself.

I understand that solutions don’t come that easily but once we train our mind by focussing on the
solutions to every problem, our mind-set starts becoming solution oriented.

Think about that one chocolate problem our teachers used to give, the best students used to think and
start searching for the solutions immediately, even when they never came across it. In the end,
someone definitely used to come up with the answer!
Great scientists and leaders, all have them have solution oriented mindset, that’s why they could
create and come up with big discoveries and things.

By putting a person in a challenging situation or an environment, one can definitely develop these
leadership qualities.

When a person possesses these qualities, they can develop various skills in them, say communication
skills, strategizing skills, planning skills, facing the sudden challenges etc. and become a successful
leader.

Reference: blog.aiesec.org.

According to gilian Davis

3 Leadership qualities every leader
must master
1. Values
Values define what you do and why you do it. If you are unclear on what your
core values are, figure them out (this may help) and come back to this
article. Once you are clear on your values, stick with them. If you do, your role
as a leader will become more straightforward. From your values comes your
mission and your vision. They have to be aligned, as they will provide your
foundation for the future. Values are core beliefs and define your attitude,
relationships and environment. Know your values, and know where you stand,
this will put everything you do and say into context.
Self-awareness
I hear a lot of people say that the most effective leaders have excellent communication skills.
True, but I would go one step further and say that most effective leaders are extremely self-
aware. You can’t communicate effectively to everyone if you aren’t. Knowing that I was a big-
picture thinker, who didn’t focus on small details, allowed me to recognise other people’s styles
and to do the following:
Adopt my communication style when dealing with key stakeholders who were more detailed
oriented (i.e. A big picture business pitch to someone who can’t dream without seeing the figures
will fall flat every single time.)

Good communication
Most leadership experts agree that the most important role of a leader is to effectively
communicate the organisation’s mission and vision. Every member of your team should
understand how his or her role plays a part in the bigger picture of the business. There is no
“one-size-fits-all” approach to being an effective leader. It all comes down to who you are as a
person, and who you have in your team. But you can be a step ahead of the game when you
know your values, know yourself and know how to communicate and listen effectively.
Don’t fall into the management trap. Inspire and enable your team by acting as a true leader.

Reference:Entrepreneurhandbook.co.uk