Chapter Four

Effective
Leadership for
Change
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 Definitions
 Management defined as all the activities and tasks
undertaken for archiving goals by continuous
activities like; planning, organizing, leading and
controlling.
 Is a process of planning, decision making,
organizing, leading, motivation and controlling the
human resources, financial, physical, and
information resources of an organization to reach its
goals efficiently and effectively.
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Levels of Management

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 Definitions
 Leadership is a process whereby an individual
influences a group of individuals to achieve a common goal.
 Has following components can be identified as central to

the phenomenon:
(a) Leadership is a process,
(b) leadership involves influence,
(c) leadership occurs in groups, and
(d) leadership involves common goals.
 Warren Bennis: "Leadership is the capacity to
translate vision into reality.”
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 Leader Vs Manager
Leader Manager
 Produces Change &
Movement
 Establishing Direction
 Creating a vision
 Clarifying the big picture
 Setting strategies
 Motivating and inspiring

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 Leadership and managing change

 Hersey and Blanchard (1988) write that leadership occurs

when one attempts to influence the behavior of an individual
or group. They go on to state that there are three general
skills/competencies:
1 Diagnosing: being able to understand the situation as it is
now and knowing what can reasonably be expected in the
future. The gap between these two – sometimes known as the
‗performance gap‘ – is the problem to be solved. This is what
the effective leader will attempt to change. Diagnosing is a
cognitive skill.

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 Leadership and managing
change
2 Adapting: involves adapting one‘s behavior and
other resources in ways that help to close the
‗performance gap‘, a behavioral skill.
3 Communicating: even if one knows what needs
to be done and is able to adapt oneself to meet
the new needs, this will fail unless one can
communicate all this to others in ways that they
can understand and accept, a process skill.

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 Leadership and Managing Change

 Kotter (1996) notes ‗management is

about coping with complexity.
Leadership . . .is about coping with
change‘.
 Goleman, Boyatzis and McKee (2001)
describe ‗primal leadership‘, noting the
role of emotional intelligence in
leadership.
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 Leadership and Managing change

 The role of leadership in change

management requires that you help people
buy into your vision for the organization. This
type of communication needs to occur
consistently, no matter if it's the everyday,
day-to-day issues or more serious change
programs. Your message needs to be clear
and consistent.
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 Leadership and Managing change

 Leaders provide the motivation to change

and get people involved. They create a
sense of urgency and importance about the
change, …..Leaders realize that change can
be difficult, and understand the need for
people to be motivated to step out of their
comfort zone.

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 What are the 7 R's of Change
Management?

 The REASON behind the change?

 RISKS involved in the requested change?
 RESOURCES required to deliver the change?
 Who RAISED the change request?
 RETURN required from the change?
 Who is RESPONSIBLE for creating, testing,
and implementing the change?

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 Leadership and Vision
 Leadership vision is an essential means for
focusing attention on what matters most;
what you want to accomplish in your life
and what kind of leader you wish to be.
 A useful vision has to be rooted in your
past, address the future, and deal with
today's realities.
 Vision represents who you are and what you
stand for.
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 Leadership and Vision
 Great leaders have vision. There are very
few natural visionary leaders in the
corporate world.
 A visionary leader who clearly and
passionately communicates his or her
vision can motivate employees to act with
passion and purpose, thereby ensuring
that everyone is working toward a
common
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 Understanding the human dimension
of change

 ―The most difficult aspect of change management is that

many of the human dimensions are in the unconscious.‖
 People have needs that must be addressed if they are to
adopt a change.
 The organizational change tools that affect these human
dimensions include inquiry, conversation (especially around
the why for change), relationship building, and
empowering people to speak up and co-create the
solutions to improve the work process.

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 Understanding the human
dimension of change
 These are the leadership skills that need to be
emphasized to inspire and manage change. Compliance,
due diligence, risk assessment, IT development, as well as
project and financial planning are a given necessity for a
organization.
 The high performance factor lies in developing the
leadership capability to address the human dimensions of
change.
 Teamwork, diversity, measurement of improvements.
 Change(external) is not the same as transition(Internal).

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 Communication during Change

 People must feel involved in the change.

Involvement creates commitment—nothing
else is as significant during a change process.
Clearly communicate the vision, the mission,
and the objectives of the change
management effort.
 Help people to understand how these
changes will affect them personally.
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 Communication during Change
 Share a Vision. One of the best things you can do
when communicating change is share a vision of
how the organization can benefit from the
transition.
 Every change communication strategy should
consist of delivering timely, relevant and
consistent information and documents, as well as
mechanisms to share feedback, raise concerns
and ask questions.
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 Change Management Strategies

The following five change management

strategies increase the chances of success:
1. Establish a Clear Vision
2. Leverage the Change Management Timeline_
Before- during-after change
3. Support Your Employees
4. Ensure Effective Two-Way Communication
5. Focus on Skill Development
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 Leading Change
 Change affects all organizations. It‘s
inevitable, and it can occur internally or as a
result of market or industry change.
 Leading change effectively is not only
necessary for survival, but it‘s also a
requirement for building and maintaining a
competitive advantage.

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 Thank You!

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