LEADING

CHANGE
OBJECTIVES

 Provide an overview of leadership

Outline the personal considerations in leading
change
Look at improvement through a personal
leadership lens
Outline the role of innovation in change
THINKING ABOUT
LEADERSHIP
 Trait approach – leaders born not made (1940)
 Action-centred – focus on what the leader does (Adair)
 Behavioural – consideration and structure,
transformational, servant leader, situational etc.
 Contingency – no single style, integration of all
variables
WHICH APPROACH FOR
LEADING CHANGE ?
Situational Leadership – where the Leader adapts his/or
her behaviour to the readiness of the followers.

Leadership is the process of influencing people and

providing an environment for them to achieve personal,
team or organisational objectives.
 CHANGE LEADERSHIP
Self-esteem
1. Immobilisation –
as rumours of the
2. Minimisation:
change As the
circulate, the
3.change 7
Depression: as reality
6. becomes
individual clearer,
feels some
begins
4. 7.Search
to dawn for
Acceptance/letting
5.people
Testing try to
out: fit
meaning:
Internalisation:
staffin may
the
Individuals the
go:feel
sense ofbegin
Individuals shock to and
work
The change
alienated
lowest
change
begin to is angry,
and
with understood
point
their
interact in
with feelings
self-
own the
with possible
the disbelief
change and see– so
how
of a
esteem and
lack
personal
change, adopted
of
finally
they control
sees
position
start within
of
people
and
to the
events
may
ask
they much
might so that
beownable they
to make
individual’s
overtake
starting
try
questionsto people
to accept
believe
to see and
that
howthethey
it will
they feel
not
2 the deem
change itwork
worthy for ofthem –
understanding
depressed
inevitable.
affect
might work as
Fear
them. they
with of
the –
try
the they
to
future
change.
doing nothing.
aself
nowesteem
reconcile
is feature know
what begins
ofhow
is
this to to rise.
work
happening
stage.
withwith
theiritown
andpersonal
feel a
6 renewed sense of
situation.
3
confidence and self
esteem.
1
5

4 Time
How would you prepare people to be ready for change?
SITUATIONAL
LEADERSHIP
 When would you ‘tell’ ?

 When would you ‘sell’ ?

 When would you ‘participate’?

 When would you ‘delegate’?

SITUATIONAL
LEADERSHIP
High
Se
Relationship Behaviour

ng
ll i

i
at
ng

ip
ic
rt
Pa

ing Te
a t l
eg lin
Del g
Low
Task Behaviour
Able and Able and Unable and Unable and
willing unwilling willing unwilling

Low High
Follower Readiness
Hersey and Blanchard
 SITUATIONAL
LEADERSHIP
Telling
Defining the roles needed
to do the job & directing
followers in doing the job.
Participating
Having followers share in
making decisions about
how to best do a high-
quality job.
Selling
Providing structured
instructions & being
supportive.
Delegating
Providing little specific,
close direction or personal
support to followers.
SEVEN LEADERSHIP
COMPETENCIES
Emotional • Perceiving, assimilating, understanding, and
Intelligence regulating emotions

• Truthfulness
Integrity
• Translates words into deeds

• Inner motivation to pursue goals

Drive
• Need for achievement, quest to learn

Leadership • High need for socialised power to

Motivation accomplish team’s goals
SEVEN LEADERSHIP
COMPETENCIES (CONT’D)
• High self-efficacy regarding ability to lead
Self-Confidence
others

• Above average cognitive ability

Intelligence
• Can analyse problems/opportunities

Knowledge of • Familiar with organization environment

the Organization • Aids intuitive decision making
 FOUR MAJOR FACTORS IN
LEADING CHANGE
Follower - Different
people require different
styles

Leader – Know Communication –

yourself as a leader, Two-way, you
people will decide on must set the
their own whether to example
follow you
Situation -All are
different, use judgment to
determine best course of
action
 INNOVATION AND
CREATIVITY – THE
ANTIDOTE TO STUCK
THINKING
• Clarify the focus with a broad problem statement –
how to remind busy people of the time
• Recognise the concepts of the situation - tried to
remind them
• List Alternatives – tried logs, whiteboard, computer
screen, rolling reminder
• Make mental associations – Can I use another sense to
remind them – Hearing
• Develop ideas into practical realities – attach mini
alarms onto drug charts
Plsek,P
THE MOST IMPORTANT
WORDS
The six most important words: "I admit I made a mistake."
The five most important words: "You did a good job."
The four most important words: "What is your opinion."
The three most important words: "If you please."
The two most important words: "Thank you,"
The one most important word: "We"
The least most important word: "I"
Author unknown
SUMMARY
Leading change starts with YOU
Change can be seen as threatening
To improve we need to change
As leaders we need to take people with us on the journey
Over the module you will be given the opportunity to explore
different leadership theories and understand yours!