GROUP 4

PRESENTATION
LEADERSHIP STYLES
GROUP MEMBERS
1. RUTH ZULU
2. FRANCESCA K MILUMBE
3. JOYCE NAMALONGO
4. WEBBY SILWABA
5. MICHAEL M KANYANTA
6. RABAN CHIBEKA
QUESTION
 Compare and contrast the various leadership styles
in organizational change and discuss the
importance of leadership in combating employee
resistance to change
Outline of Presentation
 Introduction
 Definition of terms
 Leadership styles
 Organizational change
 Comparing and contrasting leadership styles in
relation to organizational change
Cont.
 Importance of leadership in combating employee
resistance to change
 Conclusion
 References
Introduction
 The success of an organization has one major
attribute that sets it apart from unsuccessful
organizations, that is the dynamic and effective
leadership.
 It is one of the most effective tools of managerial
accomplishments.
Cont.
 Leadership in the organization involves exercising
authority and making decisions in the interest of
running the organization successfully (Vati, 2013).
 Different leaders use different leadership styles in
managing organizations.
Cont.
 These leadership styles have significant effects and
influences on organizations and their performance,
as well as organizational change or development.
Cont.
 The main focus of organizational change or
development is on improving the effectiveness of
organizations and the people in those organizations.
 For organizations to develop, they often must
undergo significant change at various points in
their development.
Cont.
 Any change no matter how small has the potential
to impact on an individual and the organization.
 This may generate conflict between existing or
anticipated values and beliefs (Vati, 2013).
DEFINITION OF TERMS
1. LEADER
 A person who influences a group of people towards the
achievement of a goal or set goals (Vati, 2013)

2. LEADERSHIP
 The ability to impress the will of the leader on those led
and induce obedience, respect, loyalty and cooperation.
 Involves the process (act) of influencing the activities
organized group in it efforts towards goal setting and
goal achievements (Vati, 2013).
Cont.
3. LEADERSHIP STYLES
 The manner and approach of providing direction,
implementing plans and motivating others.
 Behavioral models used by leaders when working
with others.
or
 The manner in which a leader interacts with his or
her subordinates (Vati, 2013).
Cont.
4. AN ORGANISATION
 A group of people who are cooperating under the

direction of leadership for the accomplishment of a

common goal (Vati, 2013)
Or
 A functional group working together for achieving

common purposes or objectives (ibid)

5. CHANGE
 Change is a transformation or alteration in a system

whether physical, biological or social (Vati, 2013).

Cont.
6. ORGANISATIONAL CHANGE
 This is the process of reviewing and modifying
management structures and business processes in
an organization (Basu, 2017).
or
 The process of finding ways to change the
organization from its current state to better a
developed state (Cole, 2002)
LEADERSHIP STYLES
According to Johnson (2017), the following are the
leadership styles;
1. LASSEZ FAIRE
 This type of leadership lacks direct supervision of

employees and fails to provide regular feedback to

those under his/her supervision
Cont.

 Lassez faire leadership style hinder production of

employees needing supervision because it does
not produce leadership or supervision efforts from
managers
 This style can lead to poor production, lack of
control, increasing costs and inability to achieve
organizational goals.
 It is appropriate for highly creative employees
Cont..
2. PARTICIPATIVE
 This is also referred to as Democratic leadership.

 This style values the input of team members and

peers although the responsibility of making the

final decision rests with the leader.
Cont..
 It boosts employee morale because employees
contribute towards decision making process.
 This makes the employees feel that their opinions
matter.
 In case of any change, this style assists employees
accept change easily as they play a role in the
process.
 The style becomes a challenge when the
organization requires to make a quick decision.
Cont..
3. AUTOCRATIC
 This style facilitates a leader to make decisions

alone without the input of others/ employees.

 The leader possess total authority and impose

his/her will on employees and no one challenges

her/him
Cont..
 It is beneficial to employees who require close
supervision, but it is detested by creative
employees.
 It is useful in quick decision making.
Cont..
4. TRANSACTIONAL STYLE
 In this style the manager compiles certain tasks to

perform and provide rewards or punishment to

employees based on performance results.
 The predetermined goals are set by leader and

employees and they agree to follow the direction

and leadership of the manager to accomplish the
goals.
cont
 The leader possesses power to review results,
correct and train employees when they fail to
achieve the goals.
 Reward can be bonus, promotion or any other.
Cont..
5. TRANSFORMATIONAL
 This depends on high level of communication from

management to meet the organizational goals

 Leaders motivate employees and enhance

productivity and efficiency through communication

and high visibility
Cont..
 This style requires the involvement of management
to meet goals.
 The leader acts as a role model and creates a sense
of identification with a shared vision which instill
pride and faith in employees.
 This style is appropriate for managing
organizational change
ORGANIZATIONAL CHANGE

 Organizational change is difficult to avoid as new

ideas promote growth through reviewing and
modifying management structures and
organizational processes.
 Change facilitates organizations to adapt and
survive against competitors.
Cont..
 To stay a step ahead of the competition, companies
need to look for ways to do things more efficiently
and cost effectively.
 There is no need to fear change, instead
organizations should embrace change as a way to
lay the foundations for enduring success (Joseph,
2017)
Cont..
According to Basu (2017), some of the factors that
can influence change include:

 Competition- if there are new entrance of

competitors
 Technology- Innovation in technology
 Challenging the status quo- simply asking why?
lead to new ideas
Cont..
 Growth opportunities- To allow new skills
 Government regulations – Can have an impact on
the organizational operations

According to Brokins (2017), some of the causes of

resistance to change include:
 Poor communication- sometimes news about

change is skewed
Cont..
 Self interest- Ego interferes with the ability to
adapt to change.
 Feeling excluded- if not involved in the decision
making process.
 Lack of trust- This is of fellow workers or leaders
 Skills or training dearth- when change requires
mastering.
COMPARING AND CONTRASTING THE VARIOUS LEADERSHIP STYLES IN ORGANIZATIONAL CHANGE

 According to Brenner (2015) and Vati (2013), the

following are some of the similarities and
differences in the various leadership styles.
 COMPARING AND CONTRASTING THE VARIOUS LEADERSHIP STYLES

ASIS FOR AUTOCRATIC PARTICIPATIVE/ TRANSFORMATION TRANSACTIONAL LAISSEZ - FA

OMPARIS DEMOCRATIC AL
N

lanning Employees are not Leader uses personal and Endeavors to create Team leaders and team The leader
involved in position power and co- a sense of members set not actively
planning. The operative decision methods identification with a predetermined goals for for the chang
leader plans the to draw out ideas about shared vision. the change together and
change without change from employees and Planning of change employees agree to
the input of the motivate them to set their is done corporately follow the direction and
employees own work goals, develop to allow input from leadership of the
their own plans and control employees managers to accomplish
The leader takes
their own practice regarding the set goals.
all decisions and
the change.
assigns all Employees that meet the
responsibility to (group does the planning) goals for change receive
him/herself to rewards while those that
The leader is a catalyst for
implement change. do not will receive
group decision making and
punishment
shared responsibility
regarding organizational
change
 Cont..
BASIS FOR AUTOCRATIC PARTICIPATIV TRANSFORMA TRANSACTION LAISSEZ - FAIRE
COMPARISO E/ TIONAL AL
N DEMOCRATIC

Supervision Close The leader The leader Uses rewards No leadership or

supervision to makes inspires, and supervision efforts
ensure that suggestions on encourages punishment to regarding
change takes how best to and empowers enable organizational
place achieve the followers to employees change
change and rethink their move towards
allows the conventional the desired
employees to practice and organizational
participate in ideas and change
the process of move towards
change the desired
Cont..
BASIS FOR AUTOCRATIC PARTICIPATIVE TRANSFORMAT TRANSACTION LAISSEZ -
COMPARISON /DEMOCRATIC IONAL AL FAIRE
The leader
Communica Communicat Communicat High levels Communicat
tells the
tion ion ion of subordinates ion is
what to do
regarding the regarding communicati between
regarding the
change flows change flows on from change, the members of
policies and
from top to bottom up management the group
procedures
bottom to meet required are and upward
communicat
goals and
ed clearly to
and the downward.
associated
rewards and
punishments
are stated
 Cont..
BASIS FOR AUTOCRATIC PARTICIPATIVE/ TRANSFORMATION TRANSACTIONAL LAISSEZ -
COMPARISON DEMOCRATIC AL FAIRE

Manager
Control Strong control is Less control Controls is There is
possesses power
maintained to is maintained exerted through to review results minimal or
and train or
ensure change is in the process the role model no control
correct
implemented of introducing approach by employees. and
When team
and inspiring and employees
members fail to
implementing encouraging meet goals will be free
related to
change others to see the to accept or
organizational
need for change change, reject the
and to work the leader change
employs
towards the
punishment to
change drive followers
towards achieve
organizational
change
 Cont..
BASIS AUTOCRATIC PARTICIPATIVE/ TRANSFORMATI TRANSACTIONA LAISSEZ - FAIRE
FOR DEMOCRATIC ONAL L
COMPARI
SON

Directi The leader has Leader directs Leaders focus Involves Little or no
ng complete employees on the on the big motivating directing is
command and tasks to be performed picture within and directing involved;
hold over his and how to perform an followers employees
employees or them, while the organization towards are allowed
team to move employees relay back and delegates change by as much
them towards their suggestions and smaller tasks appealing to freedom as
achieving knowledge on the to the team to their own possible
organizational planned accomplish self-interests regarding the
change. organizational goals through change
change rewards.
 Cont..
BASIS FOR AUTOCRATIC PARTICIPATIVE/ TRANSFORMATI TRANSACTIONA LAISSEZ - FAIRE
COMPARISON DEMOCRATIC ONAL L

Appropriat When the When When there is When there is When the staff
e situation change is changes must need to need to are highly
for required as a be made or change the develop the trained,
Application matter of problems existing existing experienced,
urgency e.g solved that organizationa organizationa trustworthy and
preparing to affect staff l culture l culture take pride in the
contain a thus further work they do
communicable demanding and in the
disease their proposed
participation change
IMPORTANCE OF LEADERSHIP IN COMBATING EMPLOYEE RESISTANCE
TO CHANGE

 Resistance to change in normal and inevitable.

However, both managers and employees react to it
differently.
 Change management which is well applied can
mitigate much of the employees’ resistance to
change.
 When change is introduced, it brings immediate
benefits and when fully implemented, it brings up
improvement.
Cont..
 However, on the staff point of view, the majority
respond negatively to change as they consider it to
be a threat (Armstrong, 2009).
 Therefore, for a leader to manage resistance to
change, he or she should not solely be reactive but
apply the following proactive guidelines as
suggested by Armstrong (2009) and Brenner
(2015):
Cont..
 Communication of the change to employees to
reduce employee resistance.
 Every employee should have an opportunity to talk
about, provide input to, and have an impact on the
changes being pursued.
 The employee input will most likely affect how to
implement the changes at a departmental level, not
the issue of whether to make the changes in the
first place.
Cont...
 Help the employees identify what is in it for them
to make the change.
 A good portion of the normal resistance to change
disappears when employees are clear about the
benefits the change brings to them as individuals.
 Never minimize an employee's response to even the
simplest change.
Cont..
 Listen deeply and empathetically to the employees
range of emotions, thoughts, agreement, and
disagreement that you experienced when the
change was introduced to you or when you
participated in creating the change.
 Hearing the employees out and letting them express
their point of view in a non-judgmental
environment will reduce resistance to change.
Cont..
 Empower employees to contribute.
 Control of their own jobs is one of the key
factors in what employees want from work.
 Employees should be given control over any aspect
of the change that they can manage.
 The leader must provide the direction, the rationale,
the goals, and the parameters that have been set in
his organization.
Cont..
 The leaders should empower the employees to make
the change work.
 The leader should practice effective delegation and
set the critical path points at which feedback is
needed.
 Benefits to the group, the department, and the
organization should be stressed.
 Nothing is more important to an employee than to
know the positive impact on their own career or job.
Cont..
 Implement change in stages not at once.
 Companies should first prepare for the change, then
take action on the change and make a plan for
managing the change.
 Support the change and assure that all is going as
planned.
 Leaders are needed in order to influence people to
accept organisational change by applying
leadership functions
Cont..
 Transformational leadership allows followers to
cope with change and enhances employees’
commitment, self-efficacy and empowerment
during change.
 Charismatic leadership provides a psychological
focal point for employees by offering a role model
who demonstrates desired actions.
Cont..
 A transactional leadership is important because it
ensures compliance and consistence with the
commitments generated by the charismatic leader’s
behavior.
 Leadership is the vital element in the social
relationships of groups at work. Leaders are
important as they serve as change agents.
Cont..
 The leader is the collaborator during the change
process.
 Involve all stakeholders, process owners, and
employees who will feel the impact of the changes
in the planning, decisions and implementation of
the change.
Cont..
 The leader plays the role of directing employees in
order to enhance their sense of control in the
situation. Without leaders, employees might retreat
and withdraw from the situation or even actively
resist change.
Cont..
 Leaders need to teach people skills to handle
change and support these employees who set the
right example for others to follow.
 The leader should initiate trainings in order to
equip employees with skills and knowledge for
them to accept and be ready for change.
CONCLUSION

 In conclusion, the document illustrates that

leadership styles affect the way employees respond
to change.
 Transformational leaders inspire followers with a
common vision, which gives a conceptual map of
where the organization is headed.
 These leaders act as change drivers, actively
involved in creating an environment and culture that
foster change and growth”.
Cont..
 The full range leadership model has been well
researched and linked to a variety of outcomes,
such as leader effectiveness and subordinate
effectiveness, effort, satisfaction, and commitment.
 A leader sets the tone for the organization by
clarifying the vision and values of an organization
but People make up an organization, and if the
people in the organization do not change, then there
is no organizational change.
The end

Thank you.
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Cont..
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