LEADERSHIP AND CHANGE MANAGEMENT

Prepared by: Tadesse G. (Assistant Professor)

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 Contents
Leadership definition and components
Leadership and management.
Ways of Conceptualizing Leadership
Leadership skills and competencies

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 Quote
• I am more afraid of an army of 100 sheep led by a lion
than an army of 100 lions led by a sheep.
—Talleyrand

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 INTRODUCTION

• Organizations to be competitive they must invest in

leadership and management development.

• Over the last decade, organizations have experienced major

changes in the workplace, including rapid technological
change, increased globalization, changing organization
structures and major changes in the dynamics of careers.

• Organizations taking a proactive and systematic approach

to management and leadership development generally
produce more leadership talent, and best-practice.

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 Ways of Conceptualizing Leadership
• Different scholars and researchers conceptualize leadership
differently
• Personality perspective
• Suggests that leadership is a combination of special traits or
characteristics that some individuals possess.
• These traits enable those individuals to induce others to accomplish
tasks.
• An act or a behavior
• The things leaders do to bring about change in a group.

• Power relationship that exists between leaders and followers.

• From this viewpoint, leaders have power that they exercise to effect
change in others.

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 Cont..
• A transformational process that moves followers to accomplish
more than what is usually expected of them.
• A skills perspective.
• This viewpoint stresses the capabilities (knowledge and
skills) that make effective leadership possible.
• emphasis on skills and abilities that can be learned and
developed.
• The skills approach suggests that knowledge and abilities are
needed for effective leadership.
• Skills are what leaders can accomplish, whereas traits are who leaders
are (i.e., their innate characteristics).

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Definition of leadership

• What is leadership?

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 Definition of leadership
• Leadership is the influencing process of leaders and followers to achieve
organizational objectives through change.

• Process implies that a leader affects and is affected by followers.

• It emphasizes that leadership is not a linear, one-way event, but rather an
interactive event.

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 Elements of the definition
• Leaders–Followers
• leader -people who engage in leadership
• A leader is someone
• who inspires passion and motivation in followers.
• with a vision and the path to realizing it.
• who ensures their team has support and tools to achieve their goals.

• A follower is a person who is being influenced by a leader.

• A follower can be a manager or a non-manager.
• Good followers are not “yes people” who simply follow the leader
without giving input that influences the leader.

• leaders and followers often change roles throughout the

influencing process.
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 Work Application
• Recall a present or past job. Were you both a leader and a
follower? Explain.
• _________________________________________________
________________________________________

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 Elements of the definition
• Leadership involves influence

• Influencing is the process of a leader communicating ideas,

gaining acceptance of them, and motivating followers to
support and implement the ideas through change.

• influencing includes power, politics, and negotiating

• Influence is the sine qua non of leadership.
• Without influence, leadership does not exist.

• Leaders and followers often change roles throughout the

influencing process.
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What Leaders Can Influence
• The choice of objectives and strategies to pursue.
• The motivation of members to achieve the objectives.
• The mutual trust and cooperation of members.
• The organization and coordination of work activities.
• The allocation of resources to activities and objectives.
• The development of member skills and confidence.
• The learning and sharing of new knowledge by members.
• The enlistment of support and cooperation from outsiders.
• The design of formal structure, programs, and systems.
• The shared beliefs and values of members

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 Work Application
Briefly explain the influencing relationship between the
leader and followers where you work(ed)
_______________________________________________
_______________________________________________
______

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 Elements of the definition
• Organizational Objectives
• Effective leaders influence followers to think not only of their
own interests but also of the interest of the organization
through a shared vision.

• Leadership occurs when followers are influenced to do what

is ethical and beneficial for the organization and
themselves.
• Taking advantage of followers for personal gain is not part of
leadership.
• Members of the organization need to work together toward an
outcome that the leader and followers both want, a desired future or
shared purpose that motivates them toward this more preferable.

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 Work Application
• State one or more objectives from an organization where you
work(ed).

• ____________________________

• _____________________________

• ______________________________

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 Elements of the definition
• Change
• Influencing and setting objectives is about change.
• Organizations need to continually change, in
adapting to the rapidly changing global
environment
• Leader and follower you must be open to change

• Are the managers where you work(ed) effective at influencing

their employees to bring about change?
• _________________________________________________
___________________

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 Elements of the definition

• People
• leadership is about leading people.
• Effective leaders and followers enjoy working with people
and helping them succeed.
• Research, experience, points a direct relationship between
a company’s financial success and its commitment to
leadership practices that treat people as assets.
• Do managers where you work(ed) treat their employees as
valuable assets?
• _________________________________________________
_________________________________________________
_____________________________

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 Leadership Described
• In addition to definitional issues, it is important to
discuss several other questions pertaining to the
nature of leadership.
• How leadership as a trait differs from leadership as
a process
• How appointed leadership differs from emergent
leadership
• How the concepts of power, coercion, and
management differ from leadership.

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Trait Versus Process Leadership

• Are Leaders Born or Made?

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 Are Leaders Born or Made?
• Effective leaders are not simply born or made, they
are born with some leadership ability and develop it.
• Natural leadership ability offers advantages.
• However, everyone has potential to lead, and
leadership skills can be developed.
• If leadership skills could not be developed, or
leaders were not made, major corporations would not
spend millions of dollars on leadership training each
year

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 Trait Versus Process Leadership
• We have all heard statements such as “He is born to be a leader” or
“She is a natural leader.”
• The trait perspective suggests that certain individuals have special
innate or inborn characteristics or qualities that make them leaders,
and that it is these qualities that differentiate them from non-leaders.
• Some of the personal qualities used to identify leaders include
unique physical factors (e.g., height), personality features (e.g.,
extraversion), and other characteristics (e.g., intelligence and
fluency.
• The process viewpoint suggests that leadership is a phenomenon
that resides in the context of the interactions between leaders and
followers and makes leadership available to everyone.
• As a process, leadership can be observed in leader behaviours and
can be learned.

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The Different Views of Leadership

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 Assigned Versus Emergent Leadership

• Leadership that is based on occupying a position in an

organization is assigned leadership.
• Team leaders, plant managers, department heads,
directors, and administrators are all examples of assigned
leadership.

• A person assigned to a leadership position does not always

become the real leader in a particular setting.

• When others perceive an individual as the most influential

member of a group or an organization, regardless of the
individual’s title, the person is exhibiting emergent leadership.
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 Leadership and Power

• What is power? What is the relationship

between leadership and power?

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 Leadership and Power
• The concept of power is related to leadership because it is
part of the influence process.
• Power is the capacity or potential to influence.
• People have power when they have the ability to affect
others’ beliefs, attitudes, and courses of action.

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 Cont..
• Referent Power -Based on followers’ identification and liking for the leader.
• A teacher who is adored by students has referent power.
• Expert Power -is based on the user’s skill and knowledge. Being an expert
makes other people dependent on you.
• A tour guide who is knowledgeable about a foreign country has expert power.
• Legitimate Power -Associated with having status or formal job authority.
• Reward Power Derived from having the capacity to provide rewards to
others.
• A supervisor who gives rewards to employees who work hard is using
reward power.
• Coercive Power Derived from having the capacity to penalize or punish
others.
• A coach who sits players on the bench for being late to practice is using
coercive power.

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 Leadership and Management

• What is the similarity and difference between

leadership and management?

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 Leadership and Management
• Leadership is a process that is similar to
management in many ways.
• Leadership involves influence, as does
management.
• Leadership entails working with people, which
management entails as well.
• Leadership is concerned with effective goal
accomplishment, and so is management.
• In general, many of the functions of management
are activities that are consistent with the definition
of leadership
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 Cont..
• There are differences between managers and leaders.
• Whereas the study of leadership can be traced back to
Aristotle, management emerged around the turn of the 20th
century with the advent of our industrialized society.
• Managers focus on doing things right, and leaders focus on
doing the right thing.
• The overriding function of management is to provide order and
consistency to organizations, whereas the primary function of
leadership is to produce change and movement.
• Management is about seeking order and stability; leadership is
about seeking adaptive and constructive change
• To manage means to accomplish activities and master
routines, whereas to lead means to influence others and create
visions for change.
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 Ingredients of Leadership
• Communication
• Leadership starts with communication.
• Effective communication is clear, transparent and customized to the
recipient.
• A good leader will take the time to find out which communication
style and method work best for each team member.
• The ability to use power effectively
• He achieves willing obedience by using one or more of power
bases like expert power, referent power, reward and coercive
power.
• An ability to comprehend.
• The ability to comprehend relates to understanding people, their
needs, expectations and what a leader has been doing to satisfy
them.
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 Cont.…
• Ability to inspire
• Leader must identify each individual’s capabilities, skill and
inspire them.
• Inspiration emanates from a leader who may have charm,
an appeal, devotion to duty, which subordinates further want
to enhance them by loyally obeying the leader wilfully.
• Leadership style
• Leadership style is firstly the ability of a leader to act in a
manner that will develop a climate conducive to the
response from the led secondly arouse motivation among
the employees.

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 LEADERSHIP SKILLS
• Leadership skills are defined as the ability to use one’s
knowledge and competencies to accomplish a set of goals or
objectives.
• Three-Skill Approach
• Katz (1955, p. 34) suggested that effective administration
(i.e., leadership) depends on three basic personal skills:
• Technical Skill
• Human Skill
• Conceptual Skill

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 LEADERSHIP SKILLS
• Technical Skills- is having knowledge about and being proficient in a
specific type of work or activity. It requires the following activities:
• Competencies in a specialized area.
• Analytical ability.
• The ability to use appropriate tools and techniques.
• Human skill- is having knowledge about and being able to work with
people.
• Human skills are known as “people skills.”
• Human skills are the abilities that help a leader to work effectively with
subordinates, peers and superiors to successfully accomplish the
organization’s goals.
• Human skills involve the empathy, objectivity, communication skills,
teaching skills and social skill.

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 LEADERSHIP SKILLS
• Conceptual Skills- It refers to the ability to think abstractly and see
relationships between seemingly disparate entities; the ability to see the big
picture. It includes:
• Conceptual skills are abilities to work with ideas and concepts.
• Understanding of the organization behavior.
• To know the financial status of the firm.
• Understanding the competitors in the market.
• Conceptual skills are central to creating a vision and strategic plan for an
organization.
• A leader with conceptual skills
• is comfortable talking about the ideas that shape an organization and the
intricacies involved.
• He or she is good at putting the company’s goals into words and can
understand and express the economic principles that affect the company.
• A leader with conceptual skills works easily with abstractions and
hypothetical notions.
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Management Skills Necessary at Various Levels of an Organization

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 Competencies
• Competencies are the ability of an individual to perform a task using
his/her knowledge, skill and experience.
• Analytic competence
• The ability to identify, analyze and solve problems under conditions of
incomplete information and uncertainty. And some way also the liking
for such problem solving situations.
• Interpersonal competence
• The ability to influence, supervise, lead, manipulate and control people
at all levels of the organization toward the more effective achievement
of organizational goals.
• Emotional competence
• The capacity to be stimulated by emotional and interpersonal crises
rather than being exhausted or debilitated by them. This also means the
capacity to bear high level responsibility without becoming paralyzed
and the ability to exercise power without guilt or shame. It is the
combination of these three competences – analytical, interpersonal and
emotional – what is asked of an effective leader.).
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