Leading change

LEADING CHANGELeadership styles and skills;

Different leadership for different phases of change

Nguyen Ngoc Minh TriNguyen Duy LinhHuynh Hanh Nguyen

Management of Change-Leading Change 1

Leadership styles and skills


Coercive Authoritative Affiliative

Short definition

Telling people what to do when

Persuading and attracting people with an engaging vision

Building relationships with people through use of positive feedback

When to use this style

When there is a crisis

When step change is required. When manager is both credible and enthusiastic.

When relationships are broken

Disadvantages of this style

Encourages dependencePeople stop thinking.

Has a negative effect if manager is not credible

Not productive if it is the only style used

• Goleman: leadership that gets results• A set of six distinct

leadership styles

Democratic Pace-setting Coaching

Short definition

Asking the team what they think, and listening to this

Raising the bar and asking for a bit more. Increasing the pace.

Encouraging and supporting people to try new things. Developing their skills.

When to use this style

When the team members have something to contribute

When team members are highly motivated and highly competent

When there is a skills gap

Disadvantages of this style

May lead nowhere if team is inexperienced

Exhausting if used too much. Not appropriate when team members need help.

If manager is not a good coach, or if individual is not motivated, this style will not work

LEADERSHIP STYLES AND SKILLS• Goleman: the importance of emotional intelligence

for successful leaders• Sets out all all the competencies required to be a

successful leader

• Research from 181 different management competence models:

67% of essential ability for manager competencyare emotional competencies

Emotional competencies are as twice as important as intellectual competencies

LEADERSHIP STYLES AND SKILLS

• Goleman: the importance of emotional intelligence for successful leaders (cont)

• Four dimensions of emotional competencies

self-awareness self-management

social awareness social skills

Self-awarenessKnowing one’s internal states, preferences, resources, and intuitions

Self-managementManaging one’s internal states, impulses, and resources

• Emotional awareness: recognizing one’s emotions and their effects

• Accurate self-assessment: knowing one’s strengths and limits.

• Self-confidence: a strong sense of one’s self-worth and capabilities.

• Self-control: keeping disruptive emotions and impulses in check

• Trustworthiness: maintaining standards of honesty and integrity.

• Conscientiousness: taking responsibility for personal performance

• Adaptability: flexibility in handling change.

• Achievement orientation: striving to improve or meeting a standard of excellence.

• Initiative: readiness to act on opportunities.

Social awarenessAwareness of others’ feelings, needs, and concerns

Social skillsAdeptness at inducing desirable responses in others

• Empathy: sensing others’ feelings and perspectives, and taking an active interest in their concerns

• Organizational awareness: reading a group ’s emotional currents and power relationships

• Service orientation: anticipating , recognizing, and meeting others’ needs

• Developing others: sensing others’ development needs and bolstering their abilities.

• Leadership: inspiring and guiding individuals and groups.

• Influence: wielding effective tactics for persuasion.

• Communication: listening openly and sending convincing messages.

• Change catalyst: initiating or managing change.

• Conflict management: negotiating and resolving disagreements .

• Building bonds : nurturing instrumental relationships.

• Teamwork and collaboration: working with others toward shared goals. Creating group synergy in pursuing collective goals.


• Goleman: the importance of emotional intelligence for successful leaders

(cont)

• Self-awareness is the heart of emotional intelligence.

• Inner leadership: Self-awareness, Self-management, Social awareness

• Outer leadership: Social skills

Different leadership for different phases of change


Cameron and GreenInner and outer leadership


In our own experience of working with leaders on change processes, it is

important to establish phases of change so that plans can be made and

achievements recognized. This phasing also enables a leader to see the need

for flexibility in leadership style, as the change moves from one phase into

another phase. We have identified both the outer leadership and inner

leadership requirements of a leader of change for each phase.

Phase of change

Establish the need for change: the leader illuminates a problem area through discussion

• Building the change team: the leader brings the right people together and establishes momentum through teamwork

• Creating vision and value: the leader work with the group to bring the picture of success.

• Communicating and engaging: the leader plays his or her role in communicating direction, giving it meaning, being clear about timescale and letting people know that parts they will be playing

• Empowering powers: the leader entrust those who have been involved in the creation of the new vision of key tasks

• Noticing improvement and energizing: the leaders stay interested in the process This involves the ability juggle lots of different projects and initiatives

• Consolidating: the leader encourage people to take stock of where they are and reflect on how much has been achieved.

Rosabeth Moss KanterLearning how to persevere



Highlights the need for keeping going in the change process, even when it gets tough…

…the difficulties will come after the change is begun.


1. Tune into the environment. Create a network of listening posts to listen and learn from customers.

2. Challenge the prevailing organizational wisdom. Promote kaleidoscopic thinking. Send people far afield, rotate jobs and create interdisciplinary project teams to get people to question their assumptions.

3. Communicate a compelling aspiration. This is not just about communicating a picture of what could be, it is an appeal to better ourselves and become something more. The aspiration needs to be compelling as there are so many sources of resistance to overcome .

4. Build coalitions. Kanter says that the coalition-building step, though obvious, is one of the most neglected steps in the change process. She says that change leaders need the involvement of people who have the resources, the knowledge and the political clout to make things happen.


• Transfer ownership to a working team. Once a coalition is formed , others should be brought on board to focus on implementation. Leaders need to stay involved to guarantee time and resources for implementers. The implementation team can then build its own identity and concentrate on the task.

• Learn to persevere. Kanter says that everything can look like a failure in the middle. If you stick with the process through the difficult times (see box), good things may emerge. The beginning is exciting and the end satisfying . It is the hard work in the middle that necessitates the leader’s perseverance .

• Make everyone a hero. Leaders need to remember to reward and recognize achievements. This skill is often underused in organizations, and it is often free! This part of the cycle is important to motivate people to give them the energy to tackle the next change process.

Management of Change-Leading Change

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STICKY MOMENTS IN THE MIDDLE OF CHANGE AND HOW TO GET UNSTUCK

Forecasts fall short. Change leaders must be prepared to accept serious departures from plans, especially when they are doing something new and different.

Roads curve. Expect the unexpected. Do not panic when the path of change takes a twist or a turn . Momentum slows. When the going gets tough it is important to review what has been achieved and what

remains – and to revisit the mission. Critics emerge. Critics will emerge in the middle when they begin to realize the impact of proposed changes.

Change leaders should respond to this, remove obstacles and move forward.Source: Kanter (2002)

BridgesLeading people through transition


Leadership for the ending


Study the change carefully and identify who is likely to lose what.Acknowledge these losses openly – it is not stirring up trouble. Sweeping losses

under the carpet stirs up trouble.Allow people to grieve and publicly express your own sense of loss.Compensate people for their losses. This does not mean handouts! Compensate

losses of status with a new type of status. Compensate loss of core competence with training in new areas.

Give people accurate information again and again.Define what is over and what is not.Find ways to ‘mark the ending’.Honour rather than denigrate the past.


Tell me about your last day in high school?

Leadership for the neutral zone


This is the time when for instance, the reorganization has been announced, but the new organization is not in place, or understood , or working. Anxiety levels go up and motivation goes down, and discord amongst the team can rise. This phase needs to be managed well, or it can lead to chaos.

Explain the neutral zone as an uncomfortable time which with careful attention can be turned to everyone’s advantage.

Choose a new and more affirmative metaphor with which to describe it. Reinforce the metaphor with training programmes, policy changes and financial rewards for people

to keep doing their jobs during the neutral zone. Create temporary policies, procedures, roles and reporting relationships to get you through the

neutral zone. Set short-range goals and checkpoints. Set up a transition monitoring team to keep realistic feedback flowing upward during the time in

the neutral zone. Encourage experimentation and risk taking. Be careful not to punish all failures. Encourage people to brainstorm many answers to the old problems – the ones that people say

you just have to live with. Do this for your own problems too.

Leadership for the new beginning


Distinguish in your own mind the difference between the start, which can happen on a planned schedule, and the beginning, which will not.

Communicate the purpose of the change.Create an effective picture of the change and communicate it effectively.Create a plan for bringing people through the three phases of transition, and

distinguish it from the change management plan.Help people to discover the part they will play in the new system.Build some occasions for quick success.Celebrate the new beginning and the conclusion of the time of transition.

Thank you for your listening!


Leading change

Business

Transcript of Leading change