Leading Change in Organizations 1. 2 Purposes of Leadership Component Review the concepts of...
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Transcript of Leading Change in Organizations 1. 2 Purposes of Leadership Component Review the concepts of...
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Purposes of Leadership Component
Review the concepts of leadership and change
Discuss the steps for change process in organizations
Develop techniques for overcoming resistance to change
Continued…
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Purposes of Leadership Component cont.
Develop a plan for leading change in your organization to embed the principles and practices of planning and evaluation learned in the collaborative
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Big Ideas Leadership as an interactive process of
mutual influence to solve problems and effect change
Develop leaders at all organizational levels
Function as both a learner/group member and teacher/learner
Understand environment and take risks
Act with integrity
Prepare for leadership
Prepare for organization change
Embed principles and practices of effective planning and evaluation in organization
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Values Honesty Diversity
Respect Commitment
Participation Preparation
Teamwork Candor/openness
Positive energy
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Emotional Energy
Sense of urgency
Mission is inspiring and worth achieving
Stretch goals that are achievable
Collective knowledge and experience
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EdgeThoughtful and timely decisions
How to plan and evaluate the program
Vision and values
How to plan for and lead change
How to work together as a collaborative
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What does Leadership mean?
Leadership is a process
Leadership is about exercising influence
Leadership is about change
Leadership is performing art
Leaders and group members are roles in the process
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Leadership is a process Solve problems and reach goals aimed at
a vision which requires change
“The art of mobilizing others to want to struggle for shared aspirations”
Mobilize others to want to do, not just do
Get people to volunteer to move together in a common direction
Fuse thought, feelings, and action to produce cooperative effort to serve a common purpose and values of leaders and group members
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Leadership…
Is a process
that is based on influence,
involving both leaders and group members
who intend real change
in achieving a common purpose.
-Joseph C Rost, “Leadership for the 21st Century”
--Peter Northouse, “Leadership: Theory & Practice”
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Leadership…
Is a process
An event that occurs between the leader and the group members.
It is not a trait or characteristic that resides solely in the leader.
It is an interactive event, not a one-way event. It becomes available to everyone.
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Leadership…
Is based on influence.
The influence is
multidirectional.
The influence behaviors
are noncoersive.
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Roles of leaders and group members
Rotate depending on who has the expertise at the moment or who has that responsibility; shared responsibility
No one person has all of the knowledge, expertise, power, or authority to solve problems by themselves
Need the collective talents of everyone to address the challenges that confront organizations
New concept of leadership is more a collaborative, distributive process to develop reciprocal meaning
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Leadership effectiveness is measured (Ralph Stoghill, 1974)
Did the organization achieve its goals
How well the members coalesced as a group
How satisfied were the members with the process
itself
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What do leaders do?(Based on The Leadership Challenge by Kouzes and Posner)
Model the way – find your voice, set the pace and
walk the talk
Behavior consistent with their espoused values; have integrity
Work with other members of the team to shape organizational values that will guide how they behave
Generate ideas
Have edge to make the tough decisions about resources and people
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What do leaders do?
Inspire a shared vision shaped by ideas – know the context; envision the future and help others to see it; leaders can not command commitment, they can only inspire it
Challenge the process – search for opportunities; step out into the unknown and take risks
Enable others to act – give authority, information, and discretion
- Move an organization to change
- Bring it into alignment with the shared vision and values
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What do leaders do?
- Foster collaboration
- Strengthen others
Encourage the heart by recognizing people’s accomplishments – show people that they are winners
- Celebrate the values and victories
- Do not command and control, but rather serve and support
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“Ethics Check”
Is it legal?
Will I be violating either civil law or company policy?
Is it balanced?
Is it fair to all concerned in the short term as well as in the long term?
Does it promote win-win relationships?
How does it make me feel about myself?
Will it make me proud?
In Sum
Credibility is the foundation of leadership
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In the Presence of a Leader
I find myself standing taller, thinking more clearly, seeing things freshly, considering greater risk, and performing in ways I didn’t know I could.
I realize potential that I had not even recognized in me. I expand my thinking, increase my production, confront my fear of failing, and gain incredible insights.
As I have come to trust their wisdom, I find increasing willingness to risk developing my potential.
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In the Presence of a Leader
I am not coddled. I am expected to demonstrate self-discipline, quality contribution, personal responsibility and mature responses. In short, I am held responsible for my actions.
I am not permitted to hide behind my natural patterns. I am inspired, encouraged, and guided in my development.
--Barr & Barr
“The Leadership Equation”
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Leadership vs Management
The key function of a Leader
Is to establish the basic vision
of the organization.
The key function of a Manager
is to implement the vision.
--Edwin Locke
“The Essence of Leadership”
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Leadership vs Management
The Leader is the one
who climbs the tallest tree, surveys the
entire situation, and yells,
“Wrong Jungle.”
The Manager responds,
“Shut up! We’re making progress.”
--Stephen Covey
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Management –
Is about coping
with complexity.
Leadership –
Is about coping
with change.
--John P. Kotter
“What Leaders Really Do”
Harvard Business Review
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Management
Planning & budgeting – setting targets for the future, establishing detailed steps and then allocating resources to accomplish those plans.
LeadershipSetting a direction – developing a vision of the future along with strategies for producing the changes needed to achieve that vision.
--John P. Kotter
“What Leaders Really Do”
Harvard Business Review
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Management
Organizing & staffing – creating the organizational structure and set of jobs, staffing the jobs, delegating responsibility for carrying out the plan and devising systems to monitor implementation.
LeadershipAligning people – communicating the new direction to those who understand the vision and are committed to its achievement
--John P. Kotter
“What Leaders Really Do”
Harvard Business Review
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Management
Controlling & problem solving – monitoring results, identifying deviations and planning and organizing to solve the problems.
Leadership
Motivating & inspiring – keeping people moving in the right direction by appealing to basic but often untapped human needs, values, and
emotions. --John P. Kotter
“What Leaders Really Do”
Harvard Business Review