Chapter Six: Leading Change!

Mohammad Jonaed kabir

MBA, MPhil, PhD Research Fellow
Associate Professor
DBA, IIUC
01716219642, 01682574748
mjk_iiuc@yahoo.com

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 Learning outcomes
 Enable leaders of change to explore the
different roles they and their colleagues
need to play in a change process
 Explore the range of skills and qualities
that leaders need to ensure success
 Identify how leaders of change can adapt
their style and focus to the different phases
of change process
 Emphasize the importance of self-
knowledge and inner resources in any
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leadership role
 Different styles and skills required of leaders
 Goal setting
 Monitoring and controlling
 Coaching and supporting
 Building vision
 Communicating vision
 Building coalitions
 Networking
 Negotiating
 Facilitating
 Dealing with conflict
Cummings & Worley 9e, (c) 2008 South-Western/Cengage Learning 1-3
 Visionary Leadership
The first basic ingredient of leadership is a guiding vision.
The leader has a clear idea of what he wants to do-
professionally and personally-and the strength to persist in
the face of setbacks, even failures. Unless you know where
you are going, and why, you cannot possibly get there.
Research indicates that today’s business leaders place
considerable value on visionary leadership as a tool for
organizational change.
Bennis on the characteristics of a visionary leaders:
A guiding vision
Passion
Integrity
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 Transformational leadership
Transformational leadership involves the leader raising
the followers sense of purpose and levels of
motivation. The aims of the leader and the followers
combine into one purpose, and the leader raises the
followers’ confidence and expectations of
themselves. Transformational leadership comprises:
 Charisma
 Inspiration
 Intellectual stimulation
 Individualized consideration
Cummings & Worley 9e, (c) 2008 South-Western/Cengage Learning 1-5
Six important strengths for connective
leaders

 Ethical political savvy(know how)

 Authenticity and accountability
 A politics of commonalities
 Thinking long-term, acting short-term
 Leadership through expectations
 A quest for meaning

Cummings & Worley 9e, (c) 2008 South-Western/Cengage Learning 1-6

Roles that leaders play
There are various views about the role a leader should play
in the change process:
 The machine metaphor- setting goals and driving them
through to completion
 The political system metaphor- powerful speaker and
behind the scenes negotiator
 The organism metaphor- coach, counselor and
consultant, holding up the mirror
 The flux and transformation metaphor -facilitator of
emergent change.

Cummings & Worley 9e, (c) 2008 South-Western/Cengage Learning 1-7

 O’Neill: Four key roles for successful Change
Local line leaders
Executive leaders
Network leaders

Four key roles

Sponsor-authority to make change-control of
resources
Implementer-Implement the change-reports
to sponsor-responsible to give feedback to
sponsor on change process.
Cummings & Worley 9e, (c) 2008 South-Western/Cengage Learning 1-8
O’Neill: Four key roles for successful Change
 Change agent:
- Facilitator for change
-helps sponsor and implementers stay aligned-
- no direct authority over implementers.
 Advocate:
- Has an idea
- needs a sponsor to make it happen
- usually highly motivated

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Leadership styles, Qualities and
skills
 Coercive style
 Authoritative style
 Affiliative style
 Democratic
 Pacesetting
 Coaching

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 The importance of emotional
intelligence for successful leaders
Emotional competencies for leaders
Self awareness: Knowing one’s internal states,
preferences, resources and intuitions
 Emotional awareness-Recognizing one’s
emotions and their effects.
 Accurate self assessment- Knowing one’s
strengths and limits
 Self confidence-a strong sense of one’s self
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worth and capabilities.
Emotional competencies for leaders
Self Management: Managing one’s internal
states, impulses, and resources.
 Self control- Keeping disruptive emotions and
impulses in check
 Trustworthiness- Maintaining standards of
honesty and integrity.
 Adaptability- Flexibility in handling change.
 Conscientiousness- Taking responsibility for personal
performance
 Achievement orientation -Striving to improve or meeting
a standard of excellence.
 Initiative- Readiness to act on opportunities
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Emotional competencies for leaders
Social Awareness: Awareness of others’
feelings, needs, and concerns
 Empathy- sensing others’ feelings and perspectives,
and taking an active interest in their concern.

 Organizational awareness- reading a group’s

emotional currents and power relationships.

 Service orientation- anticipating, recognizing, and

meeting customer needs.

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 Emotional competencies for leaders
Social skills:Adeptness at inducing desirable responses in others.
 Developing others- Sensing others’ development needs.
 Leadership- Inspiring and guiding individual and groups.
 Influence- Effective tactics for persuasion.
 Communication- Listening openly and sending
convincing messages.
 Change catalyst- Initiating or managing change.
 Conflict management- Negotiating and resolving
disagreements.
 Building bonds- Nurturing instrumental relationships.
 Teamwork and collaboration- Working with others
toward shared goals. Creating group synergy in pursuing
collective goals.
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Cameron and Green: Inner and outer
leadership
It is important to establish phases of
change so that plans can be made and
achievements recognized. This phasing
also enables a leader to see the need
for flexibility in leadership style.
1. Outer leadership: Observable actions
of the leader.
2. Inner leadership: What goes on inside
the leader.
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Leadership of change phase by phase,
comparing inner and outer leadership
requirements:
Phase 1. Establishing the need for change:
Outer leadership Inner leadership
 Influencing  Managing emotions
 Understanding  Maintaining integrity
 Researching  Being courageous
 Presenting  Being patience
 Listening  Knowing yourself
 Judging whether you
really have the energy
to do this
Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-17
Phase 2: Building the change team
Outer leadership Inner leadership
 Chairing meetings  Social and organizational
 Connecting agenda awareness
 Facilitating discussions  Self awareness
 Building relationships  Managing emotions
 Building teams  Adaptability
 Cutting through the  Taking initiative
politics  Having the drive to
achieve
 Maintaining energy
despite knock-backs
Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-18
Phase 3: Creating vision and
value
Outer leadership Inner leadership
 Strategic thinking
 Initiating ideas
 Taking time to reflect
 Brainstorming
 Social awareness
 Encouraging divergent
and creative thinking  Drive to achieve
 Challenging others  Managing emotions
constructively
 Facilitating agreement

Cummings & Worley,9e (c) 2008 South-Western/Cengage Learning 2-19

Phase 4: Communicating and
engaging
Outer leadership
 Persuading and engaging
 Presenting with passion
 Listening
 Being assertive
 Being creative with ways
of communicating
Inner leadership
 Patience
 Analysis of how to present
to different audiences
 Managing emotions with
regard to other people’s
resistance
 Social awareness
 Adaptability
 Empathy
Phase 5: Empowering others
Outer leadership Inner leadership
 Integrity
 Clear target setting
 Trust
 Good delegation
 Patience
 Managing without
abdicating
 Drive to achieve
 Coaching
 Steadiness of purpose
 Empathy
Phase 6: Noticing improvements
and energizing
Outer leadership Inner leadership

 Playing the  Steadiness on

sponsorship role well purpose
 Walking the talk
 Organizational and
social awareness
 Rewarding and
sharing success
 Empathy
 Building on new ideas
 Managing emotions
 Drive to achieve
Phase 7: Consolidating
Outer leadership Inner leadership

 Reviewing objectively  Social awareness

 Celebrating success  Empathy
 Giving positive  Drive to achieve
feedback before  Taking time to reflect
moving on to what’s  Steadiness of
next purpose
Rosabeth Moss Kanter: Learning
how to persevere
Strategies to ensure that a change process is
sustained:
1. Tune into the environment
2. Challenge the prevailing organizational wisdom
3. Communicate a compelling aspiration
4. Build coalitions
5. Transfer ownership to working team
6. Learn to persevere
7. Make everyone a hero
The importance of self-
knowledge and inner resources
Bennis: The role of self knowledge-four
lessons of self knowledge
 Lesson one: Be your own teacher
 Lesson two: Accept responsibility and blame no one
 Lesson three: You can learn anything you want to learn
 Lesson four: True understanding comes from reflecting
on your experience.

Cummings & Worley 9e, (c) 2008 South-Western/Cengage Learning 1-25

 Conclusion
Leadership is a fascinating subject. We all have different
experiences and views about what makes a good leader.
Leaders who offer a vision or have a strong story, tend to
be the most memorable.
The leader of change has to be courageous and self-aware.
He or she has to choose the right action at the right time,
and to keep a steady eye on the ball. However, the leader
cannot make change happen alone. A team needs to be in
place, with well-thought-out roles, and committed people
who are in for the duration, not just for the kick-off.
One thing is certain: the going will not be smooth.

Cummings & Worley 9e, (c) 2008 South-Western/Cengage Learning 1-26

Thank you so much

Stay Home
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Cummings & Worley 9e, (c) 2008 South-Western/Cengage
Learning 1-27