leadrship change

8/2/2019 LEadrship Change

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LEADERSHIP AND CHANGE



Leadership and Management

If followers are over budget on travel expensesor fail to come to work on time, then managers

use various levers in the accounting or

performance management system to correct the

situation.

These systems help followers to behave in both

a consistent and an efficient manner.

Organizations tend to be more successful when

followers exhibit those behaviors most closely

aligned with organizational goals.



A manager is a person who directs the work of

employees and is responsible for results. An

effective manager brings a degree of order and

consistency to tasks.

A leader, by contrast, inspires employees with a

vision and helps them cope with change.

D. Hellriegel, J. Slocum Jr., and R. Woodman, Organizational

Behavior (7th ed.)



Demographic changes can have big impact on

any team or organization, leadership is the key

to aligning organizational systems and follower

behaviors around a new organizational vision.



Successful leaders are also able to align

followers’ behaviors with this new vision and

systems. But changing followers’ behaviors and

organizational systems, structure, and goals

takes a tremendous amount of skill and effort.

You will see that it takes a combination of both

leadership and management skills tosuccessfully implement any team or

organizational change effort



The Rational Approach to

Organizational Change

• Beer (1988, 1999) has offered a rational and

straightforward approach to organizational

change that addresses many of the issues

raised by the other authors.

• Beer ’s model also provides a road map for

leadership practitioners wanting to implement

an organizational change initiative, as well as adiagnostic tool for understanding why change

initiatives fail.



C = D × M × P > R

C = amount of change (jumlah Perubahan)

D = Dissatisfaction (Ketidakpuasan)M = Model (model perubahan)

P = Process ( Proses bagaimana inisiatif

perubahan)R = Ressistance (Penolakan Perubahan)



This model maintains that organizational change

is a very systematic process, and large-scale

changes can take months if not years to

implement (Beer, 1988, 1999).

Leadership practitioners who possess a good

understanding of the model should be able to

do a better job developing change initiatives anddiagnosing where their initiatives may be getting

stuck. Because is an important

component of leadership



• Although organizational vision, goals, and

change plans are often a collaborative

effort between the leader and followers, they

are

• the primary responsibility of the leader.

Leaders also need to think about the

importance of critical mass for driving change



The rational approach to organization change

and the interactional framework.

• Dissatisfaction

• Resistance

• SARA model

• Loss of:

-Power-Competence

-Identity

-Rewards

-Relationships

• Technical/functional

capabilities

• Environmental scans • Vision

• Goals

• Change plan

• Systems vs. siloed thinking

• Leadership and

managementCapabilities

• Crisis

• Consumer preferences

• Market conditions

• Societal shifts

• Political and legal challenges

• Competitive threats

• Organizational structure

• Organizational systems

• Organization culture

Situation

Leader

Followers



This approach also maintains that the leader

needs both good leadership and good

management skills if a change initiative is to be

successful over the long term.

Both sets of skills not only are important

components in organizational change but also

may play a key role in determining whether anew company will succeed or fail.



The Emotional Approach to Organizational

Change:

Charismatic and Transformational Leadership

• Charismatic leaders are passionate, driven

individuals who are able to paint a compelling

vision of the future.

• Through this vision they are able to generate

high levels of excitement among followers and

build particularly strong emotional

attachments with them.



• Charismatic leaders who are not

transformational can convey a vision and form

strong emotional bonds with followers, but

they do so in order to get their own (i.e., the

leader ’s) needs met.

• Both charismatic and transformational leaders

strive for organizational or societal change;the difference is whether the changes are for

the benefit of the leader or the followers.



• Charismatic leaders are believed to motivate

followers by changing their perceptions of

work itself, offering an appealing vision of the

future, developing a collective identity among

followers, and increasing their confidence in

getting the job done



What Are the Common Characteristics of Charismatic

and Transformational Leadership?

Leader Characteristics

• Vision

• Rhetorical Skills

• Image and Trust Building

• Personalized Leadership

• Follower Characteristics

• Identification with the Leader and the Vision

• Heightened Emotional Levels

• Willing Subordination to the Leader

• Feelings of Empowerment



Situational Characteristics

• Crises

•

Task Interdependence and Social Networks • Other Situational Characteristics



Conclusion

The rational approach puts more emphasis on

analytic, planning, and management skills

whereas the emotional approach puts more

emphasis on leadership skills, leader –

follower

relationships, and the presence of a crisis to

drive organizational change



Conclusion

There is ample evidence to suggest that either

the rational or the emotional approach can

result in organizational change, but the

effectiveness of the change may depend on

which approach leadership practitioners are

most comfortable with and the skill with which

they can carry it out.

leadrship change

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