Birla Institute of Technology & Science, Pilani

Work Integrated Learning Programmes Division

Leadership and Managing Change
Digital LearningHandout

Course Title Leadership and Managing Change

Course No(s) MBA ZG514 / MM ZG514 / QM ZG514
Credit Units 4
Credit Model
Instructor-In-Charge Mohammad Faraz Naim
Version Number
Date 01/01/2023

Course Objectives:
 To learn how leadership has evolved & use to manage change
 Identify how personality influences leadership & relationships within organizations
 Motivating others by meeting their high-level need

Text Book(s):
T1 Ian Palmer (2005) Managing organizational change: A multiple perspectives approach, McGraw
Hill Education
T2 Leadership and Change Management, by Annabel Beerel's, Sage Publications © 2009

Reference Book(s) & other resources:

R1 Leadership, by Richard L Daft, 5th edition, Cengage Learning
R2 Hayes J 2014, The Theory and Practice of Change Management (4th edition), Palgrave
Macmillan, Hampshire, UK.

R3 John P. Kotter's Leading Change, Harvard Business Review Press © 2012

LEARNING OUTCOMES
LO1 Styles of Leadership

LO2 Change Theories,

LO3 Creating Vision & strategic Direction

LO4 Shaping Value & Culture

LO5 Leading Change

Experiential Learning Components:

1. Lab work: None.
2. Project work: Included.
3. Case study: Included.
4. Work integrated Learning Exercise: None.
5. Design work/Field work: None.

Content Structure:

Conta List of Topic Title Sub-Topics Reference & readings

ct
Hour

Introduction & overview of Change

 A story of change. The T1 & Lecture Slides

Psychology of change
 Where do you start with Video: The Elephant, The Rider
Organizational Change? and The Path – A Tale of Behavior
Change
Fundamentals of  Why Organizations Change?
1-2 https://www.youtube.com/watch?
managing change  The Key Drivers of Change v=X9KP8uiGZTs
 Different Kinds of Change
 The Need for Change
Management
 Nature of change
 Why people resist change T1 & Lecture Slides
 Managing resistance to change
 The process of managing #Reading:
change Harvard Business Review: The
Hard Side of Change Management.
 Uniformity to diversity, https://hbr.org/2005/10/the-hard-
Change Theories side-of-change-management
 Models/ Frameworks /
Why is change
3-4 Approaches to Organizational https://big-agile.com/blog/
difficult?
Change Management 2022/change-leadership-
frameworks

https://www.apty.io/blog/
organizational-change-
management-models

Understanding Change in Individuals; Your Self as a Change Agent

  Personality Lecture Slides
 MBTI
Individual
 Self change
perspectives of
5-6  Effective Change
Change Implementation:
management Organizational development
approaches to change
 Role of Change Agents

Understanding Change in Groups, Teams, and Organizations

 Perspectives of change T1 & Lecture Slides

Change vs
management’
7-8 transformation  Change Vs Transformation
 Phases of transformation
process
 Shaping Culture & Values T2 & Lecture Slides
 Importance of culture
Shaping Culture &  Cultural strength, adaptation &
9-10
Values performance
 Cultural Leadership
 Value-based Leadership
Culture and  What is culture change? Lecture Slides
Cultural Change  Importance and reasons for
cultural change #Readings:
 How to change culture of an
organization? Changing Company Culture
Requires a Movement, Not a
Mandate. Available at:
https://hbr.org/2017/06/changing-
11-12 company-culture-requires-a-
movement-not-a-mandate

Cultural Change That Sticks.

Available at:
https://hbr.org/2012/07/cultural-
change-that-sticks

 Creating vision & Strategic T2 & Lecture Slides

Direction
Creating vision &  What Vision does?
13-14 Strategic Direction  Strategic Leadership
 What Mission does?
 How to achieve & execute
vision?
15-16 Strategies and  Leadership Communication T1 & Lecture Slides
  How Leader's Communicate?
 Creating an Open
Skills for Communication Climate
 Dialogue, Discussion & Johari
Communicating
Window
Change
 Strategies for change
communication, sustaining
change

The Role of Leaders – in the context of managing change

 Fundamentals of leadership T2 & R1 Lecture Slides

 Leadership Theories,
 Contingency Theories, #Reading:
Fiedler's Contingency Model, https://www.prosci.com/blog/
Hersey & Blanchard's change-management-as-a-
leadership-competency
situational theory, Path-Goal
Leadership
Theory
17-18 Theories
 Personality traits & leadership
behaviour
 Understanding Your
Leadership Style / Assessing
Self-Leadership Style,
Personality & Change
Management
 Effective Leadership for T2 & Lecture Slides
Change / Leadership &
Change / Leading #Readings:
Organizational Change
https://alignorg.com/the-role-of-
 Leading Change leadership-in-change-
 A Framework for Leading management/#:~:text=The%20role
Change %20of%20leadership%20in
 Change leadership %20change%20management
Role of Leader in  Appreciative Enquiry %20requires%20that%20you,to
19-20  Difference between Change %20be%20clear%20and
Change
leadership and change %20consistent
management
https://www.batonglobal.com/
post/leadership-approaches-to-
managing-change

https://www.strategy-
business.com/article/00255

 Authority T1 & Lecture Slides

Authority Power &
21-22  Power & Influence
Influence #Readings:
 Changing nature of Authority
 in Organization
 Formal & Informal Authority
 Power, Influence &
Leadership
 Effective leadership ways to
use power
https://online.hbs.edu/blog/post/
what-is-change-leadership
https://www.ccl.org/articles/
leading-effectively-articles/
successful-change-leader/

 Ethics, T2 & R1 Lecture Slides

 Morals & Leadership Courage
 What do we mean by moral #Reading:
leadership? Ethical climate in
Ethics, Morals & https://www.forbes.com/sites/
organizations.
23-24 Leadership forbescommunicationscouncil/
 How to become moral leader?
Courage 2021/11/19/why-change-
 Principles of Business Ethics, management-is-the-most-critical-
Courage leadership-skill/?sh=663c617e3f22
 Application of courage to
Moral Leadership
 Leadership Competencies that Lecture Slides
Drives Growth
 What is Emotional
Intelligence?
 Emotional Intelligence:
Leading through EI Concepts & Competencies
25-26  Significance of EI for Leaders
 The Key Components of
Emotional Intelligence Link to
Leadership
 Emotional Quotient (EQ) vs.
Intelligence Quotient (IQ)
 Exercise
 Leading Teams Lecture Slides
 How Teams Develop?
 Team Effectiveness, Team #Readings:
Leader's personal role. https://hbr.org/2012/04/the-new-
 Virtual & Global team science-of-building-great-teams
 How to Handle Team
Conflicts https://www.cnbc.com/
27-28 Leading Teams
2019/02/28/what-google-learned-
in-its-quest-to-build-the-perfect-
team.html

https://hbr.org/2012/04/the-new-
science-of-building-great-teams

 Followership T2, R1 & Lecture Slides

29-30 Followership  Role of followers
 Developing Personal Potential
  What Leader's want from
follower's
 Follower's expectations from
Leaders
Course wrap-up  Final Questions and feedback
and evaluation  Final project assignment
31-32  Assessment of overall
contribution to class learning

Evaluation Scheme:

Legend: EC = Evaluation Component; AN = After Noon Session; FN = Fore Noon Session

Evaluation Name Type (Open Weight Duration Day, Date,
Component (Quiz, Lab, Project, Mid- book, Closed Session, Time
term exam, End semester book,
exam, etc.) Online, etc.)
EC - 1 Quiz-I/ Assignment-I Online 10% February 19-28,
2024
Quiz-II Online 10% March 19-28,
2024
Action research project Online 10% April 19-28,
2024
EC - 2 Mid-Semester Test Closed Book 30% 2 hours 16/03/2024
(AN)
EC - 3 Comprehensive Exam Open Book 40% 2 ½ hours 18/05/2024
(AN)

Syllabus for Mid-Semester Test (Closed Book): Topics in Contact Hours: 1 to 16

Syllabus for Comprehensive Exam (Open Book): All topics
Important links and information:
Elearn portal: https://elearn.bits-pilani.ac.in
Students are expected to visit the Elearn portal on a regular basis and stay up to date with the latest
announcements and deadlines.
Contact sessions: Students should attend the online lectures as per the schedule provided on the Elearn
portal.
Evaluation Guidelines:
1. EC-1 consists of either two Assignments or three Quizzes. Students will attempt them through the
course pages on the Elearn portal. Announcements will be made on the portal, in a timely
manner.
2. For Closed Book tests: No books or reference material of any kind will be permitted.
3. For Open Book exams: Use of books and any printed / written reference material (filed or bound)
is permitted. However, loose sheets of paper will not be allowed. Use of calculators is permitted
in all exams. Laptops/Mobiles of any kind are not allowed. Exchange of any material is not
allowed.
 4. If a student is unable to appear for the Regular Test/Exam due to genuine exigencies, the student
should follow the procedure to apply for the Make-Up Test/Exam which will be made available
on the Elearn portal. The Make-Up Test/Exam will be conducted only at selected exam centres on
the dates to be announced later.
It shall be the responsibility of the individual student to be regular in maintaining the self-study schedule
as given in the course handout, attend the online lectures, and take all the prescribed evaluation
components such as Assignment/Quiz, Mid-Semester Test and Comprehensive Exam according to the
evaluation scheme provided in the handout.

Instructor-in-charge
(MM ZG514 / QM ZG514)