TRANSFORMATIONAL LEADERSHIP & INNOVATION

and
LEADERSHIP THEORIES & ORGANIZATIONAL DESIGN

Kristine Jane G. Baltazar
Mutya  R. Dadizon
Dillon Gonzales
Jeffrey M. Valdez
 Beckhard & Harris Change
Equation/Process
3-YEAR STRATEGIC PLANNING

ACCESS

How can this formula be used as transformational

leadership tool?

QUALITY It can help to highlight several of the following problem

areas:
 Staff are experiencing dissatisfaction with the status
quo
 The proposed end state has not been clearly
communicated to key people
 The proposed end state is not desirable to the
GOVERNANCE change implementers
 The tasks being given to those implementing the
change are too complicated, or ill-defined.

• Use data at hand BECKHARD AND HARRIS CHANGE

• Goal
• Conduct of Program
• Learners’ FORMULA IS USED WHEN AN
Achievement
Implementation Review
•
ORGANIZATION WANTS TO
School Performance
(PIR)
• Feedbacks MEASURE THE SUCCESS OF THE
• Change will have to apply to
meet the target
• Researches CHANGE EVEN BEFORE ITS
IMPLEMENTATION
 Beckhard & Harris Change
Equation/Process
What are its management or implementing steps for a possible school organizational change?
 PROGRAM IMPLEMENTATION REVIEW ABRUPT CHANGES
1. Internal  ACHIEVEMENT TEST • DECERASE NUMBER OF MEMBERS
Organizational  FEEDBACK FORM FROM UP TO 20 TO 7
Analysis  REPORTS FROM CENTRAL OFFICE & • ENCOURAGE SOLE AUTHORSHIP
C REGION • MANDATORY RESEARCH WITH 16K A
B H  ISO AUDIT YEAR TO APPLICATION AND
RESEARCH GRANT
E A
N • COA FINDINGS
2. Identifying the C G
 REPORTS ARE NOT LEADING TO THE
REALIZATION OF THE STRATEGIC • RESEARCH OUTPUTS HAVE NO
need for change K QUALITY

D
E PLAN
 LOW LEARNERS’ ACHIEVEMENT • THE CASH RECEIVE IN
H  POOR SCHOOL PERFORMANCE EXCHANGE OF THE RESEARCH
OUTPUT APPEARS TO
A E  NEGATIVE FEEBACK
 LOW SATISFACTION RATE ALLOWANCE
Q • SOME NON-TEACHING ARE
R U  SWOT ANALYSIS
RECEIVING CASH WITHOUT

3. Conducting a D A 

FOCUS GROUP DISCUSSION
SURVEYS/INTERVIEWS •
RESEARCH
EVIDENCE-BASED DESCISION-
gap analysis T

V
 RESEARCH MAKING

& I 

STUDY DATA
BECHMARK
• UPSKILING OF TEACHER-
RESEARCHER
O • PUBLISH RESEARCHERS
N • PROVIDE CASH GRANT
H
4. Action
planning stage
A P  CHANGE/MODIFICATION OF THE
APPROVED PROJECT PROPOSALS
• SDO-MALABON RESEARCH AND

F
DEVELOPMENT PROGRAM
R R  CRAFTING OF RATIONALE, • 3 DIVISION STUDIES IN A YEAR
O OBJECTIVES, AND METHODOLOGY • PARTICIPATION IN BERF
R C
 SERIES OF CONSULTATIONS • TAMBOBONG RESEARCH
JOURNAL
I E • 3-YEAR RESEARCH TRAINING

S S 

INFORMATION DISSEMINATION
TRAININGS AND ORIENTATIONS
PROGRAM
• SDO-MALABON RESEARCH
5. Managing the S  MONITORING AND EVALUATION CONGRESS
Transition  FEEDBACKS
 MODIFICATIONS FROM
FEEDBACKS C=DxVxF>R
 Leaders need to be attuned on the work
needs.

Leaders need strong understanding on the

technical aspect and skills set of the staff.
McKinsey 7s
Framework of
Change
Leaders adjust one's management style to adapt to each
situation or task, and the needs of the team or team
member.

Leaders and followers make each other to advance

to a higher level of moral and motivation.
 McKinsey 7s Framework of Change
HIERARCHY

PLAN WORKFLOW

COMPETENCIES LEADERSHIP

HUMAN RESOURCES
McKinsey 7s Framework of Change for Transformational Leadership

vs

Strict management Leadership

Existing organizational Transform

culture organizational culture

reactive proactive
Using McKinsey 7s Framework of Change
 References
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of Mckinsey 7s. Biz News. https://biznewske.com/mckinsey-7s-framework-example/
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enduring-ideas-the-7-s-framework
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nch_and_dinner
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https://www.investopedia.com/terms/m/mckinsey-7s-model.asp
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https://online.stu.edu/articles/education/what-is-transformational-leadership.aspx