LEADERSHIP AND CHANGE

MANAGEMENT
(PGDM 621)

By: Mustefa M.
 COURSES CONTENTS
 Chapter One: The Concept And Nature Of Leadership
 Chapter Two: Theories and Styles of Leadership
 Chapter Thee: Leadership Development
 Chapter Four: NGO Leaders and NGO Leadership
 Chapter Five: Organizations and Their Environments
 Chapter Six: Organizational Change Management
 Chapter Seven: Managing Resistance to Change
 Chapter Eight: Conflict and Conflict Management
 Chapter One
The Concept And Nature Of Leadership

Outlines :
• Concepts and Definitions of Leadership
• Qualities of Effective Leaders
• Road To Great Leadership
• Leadership and Management
Concepts and Definitions of Leadership

 Leadership is an interpersonal influence

exercised in a situation and directed through
the communication process toward the
attainment of a specific goal or goals
 Leadership is the art of mobilizing others to
want to struggle for shared aspirations
 Concepts and Definitions cont.…

 Leadership is the process of influencing

individuals or groups to accomplish an
organizational goal or mission
(Benator&Thumann, 2003).
 Concepts and Definitions cont.…

 Leadership is a process of producing change

through establishing direction, and aligning,
motivating and inspiring people (Kotter,
1990).
 Common features of definitions
Leadership is a process.
 It involves influencing individuals or groups.
It is genuine caring about people, the
organization, and the common good.
Good leadership is designed to accomplish an
organizational goal or mission.
A commitment to mutual influence through
persuasion not coercion.
Leadership Definitions Key Elements
 Leadership Definitions Key cont’d...

Leaders-followers

Leader is an individual who is able to exert influence over

other people to help achieve group or organizational goals

A follower is a person who is being influenced by a

leader.

Good followers are not “yes people” who simply follow

the leader without giving input that influences the leader.

Leadership Definitions Key cont’d...
Influence
 Influencing is the process of a leader
communicating ideas, gaining acceptance of
them, and motivating followers to support and
implement the ideas through change.
 Influence is the essence of leadership.
Influencing is also about the relationship
between leaders and followers.
 Leadership Definitions Key cont’d...

Organizational Objectives
 Effective leaders influence followers to think not only of
their own interests but also of the interest of the
organization through a shared vision.
 Leadership occurs when followers are influenced to do
what is ethical and beneficial for the organization and
themselves.
 Leadership Definitions Key cont’d...
Change
 Influencing and setting objectives is about change.
 Organizations need to continually change, in
adapting to the rapidly changing global environment.
 Effective leaders realize the need for continual
change to improve performance.
 Leadership involves influencing followers to bring
about change toward a desired future for the
organization.
 Leadership Definitions Key cont’d...

People

 Leadership is about leading people.

 Effective leaders and followers enjoy working

with people and helping them succeed.
 Qualities of Effective Leaders
identified qualities of leader as:
 Group influence: to generate a group willingness
to achieve a desired goal/objective
 Command: to decide upon a course of action as
quickly as the situation demands
 Coolness: to remain cool or unperturbed under
testing or trying conditions
 Judgment: ability to arrange available resources
and information in a systematic and commonsense
way to produce effective results.
 Qualities of Effective cont’d…
 Application/responsibility: to demonstrate
sustained effort combined with a degree of
dependability in order to complete a task or
achieve an objective.
 Innovation: true leadership requires a
willingness to be bold, to consider unusual
approaches to problems, to do more than just
follow tried-and-true methods.
 Qualities of Effective cont’d…
 Respect for others: leadership requires the ability to get along
with others in a variety of situations. Exceptional leaders know
how to be competitive without alienating others.
 Courteousness: treating staff members with such common
courtesies as saying “please” and “thank you,” apologizing for
being late to a meeting, and not interrupting people while they
are speaking.
 Sensitivity: leaders must be sensitive to the feelings and needs of
others.
These needs are not Always clearly expressed. Sometimes
people do not even know what they want or need.
Talented leaders arable to “read” the people around them and
adjust their own behavior accordingly.
 Road To Great Leadership
The road to great leadership that is common to successful leaders
include:
 Challenge the process - First, find a process that you believe
needs to be improved the most.
• Leaders look for ways to improve processes, for better, faster,
less - expensive ways to get the work done.
 Inspire a shared vision - Share your vision in words that can be
understood by your followers.
• A vision is not about a statement; it is about the shared dream of
the future.
• Leaders envision the preferred future, creating an ideal image of
the organization or project.
• They get others behind the vision by vividly expressing their
passion.
 Road To Great Leadership cont’d …
 Enable others to act - Give them the tools and methods to solve
the problem.
 Leaders foster collaboration through the use of excellent
interpersonal skills
 Model the way - When the process gets tough, get your hands
dirty.
 A boss tells others what to do; a leader shows that it can be done.
 Encourage the heart - Share the glory with your followers'
hearts, while keeping the pains within your own.
 Leaders bring
 hope and satisfaction;
 encouragement and support; and praise and appreciation.
 Leadership and Management

Management and leadership are important for

the success of any organization.

Although the two are similar in some respects,

they may involve different types of outlook,
skills, and behaviors.

Leaders must manage, and managers must lead

 Difference between Management and
Leadership
Management
 Creating an agenda
 Planning and Budgeting
 Developing a human network
for achieving the agenda
 Organizing and Staffing
 Execution
 Controlling and Problem
Solving
 Outcomes
 Produces a degree of
predictability
Leadership
 Creating an agenda
 Establishing Direction
 Developing a human network
for achieving the agenda
 Aligning People
 Execution
Motivating and Inspiring
 Outcomes
 Produces change, often to a
dramatic degree
Difference Between Manager and Leader
Leadership Roles: Particular to NGOs

leadership in NGOs can be looked at as the

process of setting direction for the
organization, groups and individuals and
also influencing them to follow that
direction.
• four leadership roles that are considered the
most important for NGOs are: the visionary-
strategist, the organisation builder, the
entrepreneur and the political-social roles.
 Leadership Roles: Particular to NGOs Cont’d

I. Visionary-strategist role
• The main aim of the visionary-strategist role
is to define and develop the organisation’s
values and mission and to generate a clear,
suitable vision and strategy for its future
actions.
• It promotes values, inspires and motivates all
the NGO‘s team members, as well as other
members and collaborators
Characteristics of the Visionary-strategist
role
• Defines and develops the mission
• Reinforces the organization’s values
• Inspires, motivates and moves people forward
• Promotes and drives forward important causes
Leadership Roles: Particular to NGOs Cont’d

II. Organisation builder role

 Leaders have to achieve both long-lasting
organisation and good results, irrespective of
who is in charge of the organisation.

Leaders who build the organization need to

know how to generate social capital, placing
the emphasis on attracting and keeping
talented individuals
Characteristics of the organization builder role

 Generates long-lasting organizations

 Builds good teams

 Selects and empowers in accordance with the
mission
 Promotes the organization’s development
 Leadership Roles: Particular to NGOs Cont’d

III. Entrepreneur role

Entrepreneurial organisations focus on seeking
opportunities rather than on the conservative
administration of their resources.
Entrepreneur leaders know how to identify and
prioritise both the ideas and initiatives
generated by the organisation itself and those
proposed by others, and decide which are
worth adopting.
Entrepreneurial leadership provides a breeding
ground more suitable for producing new
elements and making the working models
evolve. It helps the organisation become more
innovative.
 Characteristics of the entrepreneur role

 Detects opportunities and makes them reality

 Links mission and self-funding

 Innovates and assumes risks
 Tolerates and learns from mistakes
Leadership Roles: Particular to NGOs Cont’d

IV. Political-social role

have an effective influence on the circles of power
and build alliances for social transformation.
capacity to generate a clear, convincing and
mobilizing argument
how to relate and negotiate with different interest
groups and to influence them.
The political-social role allows organisations to
increase their social impact substantially.
Characteristics of the political-social role

 Marks social change referents

 Mobilizes society
 Influences those who are in power
 Generates alliance for change
 end of the chapter

If any question, idea, reflection……

Now for tea break