Leadership and change

communication
Change is constant within many organizations. It may
trigger controversy and confusion with employees
and almost always presents a justification problem. It
may also lead to resistance, particularly when
managers do not sufficiently communicate about the
change. Managers need to demonstrate leadership
skills and communicate effectively with stakeholders
and employees during major organizational changes.
2 Leadership Styles
Transactional leadership style

 Leader is concerned with the maintaining and ensuring the completion of a specific set of tasks

 Leaders use their designated authority and the range of incentives to motivate employees to perform

to the best of their abilities in completing a set of tasks

 Leader is responsible for maintaining routine by managing individual performance and facilitating

group performance.

Transformational leadership style

 Leaders set goals and incentives to push their subordinates to higher performance levels, while

providing opportunities for personal and professional growth for each employee

 Leaders and their followers raise one another to higher levels of morality and motivation

 Leaders work best with employees who know their jobs and are motivated by the reward-penalty

system.
 Substitutive change – is a major strategic change that often involves a
redefinition of the organization’s mission and purpose or a substantial
restructuring of the organization; are obviously more difficult to sell to
employees and also more difficult to get support for Table 12.1.

 Additive change – are less drastic and may involve, for example,
improvements to ways of working.
Communicating during a change is an important area of corporate
communication involves communicating to employees during and
after a change. Poorly managed change communication may result in
rumors and resistance to change. Communication is central to how a
change is formulated, announced and explained to employees and also
contributes to a successful implementation and institutionalization of
the change.
Managing change
Step 1 need to have a firm grasp of the reasons behind the
organizations need to change are.
Ex. Competitive or productivity-related

Step 2 involves leaders continuing to promote the change

Step 3 involves articulating a dear aspiration or vision around the

which can be easily communicated and understood by employees.

Step 4 change agents and the coalition openly communicate the

vision via channels to employees.

Step 5 the focus in on empowering others to act on the vision

and to change their behaviors.

Step 6 “quick wins” are communicated to everyone else in the

organization. The purpose of doing so is that everyone is able to
see the value of the change and that it is already happening.

Step 7 & 8 involve the management and institutionalization of

the change of the organization , so that, in effect, it becomes the

new status quo.