organizational changes 4
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Organizational changes 3TRANSCRIPT
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Copyright Barbara Senior, Organisational Change Lecturers’ Guide 2002
Chapter 6
Leading Change
Organisational Change
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Introduction
Leadership is a familiar topic, and you may remember some concepts that you have studied on previous courses such as Managing Behaviour at Work
The chapter focuses on a particular application of. leadership which is the leadership of change.
Leaders influence, and exert influence through, the informal subsystems of organisations.
Inevitably, some material in the chapter re-iterates some familiar theoretical concepts.
Ask yourself, ‘What are the implications for change?’
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Objectives (1)To:
identify those characteristics which distinguish leadership from management;
discuss whether there is ‘one best way’ of leading or whether leadership style and behaviour should vary according to the circumstances;
explain the possible relationship between organisational life-cycle theories and different leadership styles and behaviours;
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Objectives (2)To:
assess the compatibility of different leadership approaches with different types of change situations;
discuss the issue of resistance to change in terms of its implications for leading the processes of planning and implementing change.
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Management and Leadership
Inter-personal roles– Figurehead (rep., symbol)– Leader (relational, motivator)– Liaison (network-related)
Informational roles– Monitor (scanning)– Disseminator– Spokesperson
Decisional roles– Entrepreneur (innovator)– Disturbance handler (conflict resolution)– Resource allocator– Negotiator
LEADING
ADMINISTRATING
FIXING
Source: Mintzberg, H. (1973), The Nature of Managerial Work, Harper & Row.
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Management and Leadership
Can someone be a manager
but not a leader?
Can someone be a leader
but not a manager?
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Management:
– takes place within a structured organisational setting and with prescribed roles;
– is directed towards the attainment of aims and objectives;
– is achieved through the efforts of other people; and...
– uses formal systems and procedures.
Management
Source: Mullins, L. Management and Organisational Behaviour, 5th edn., London, Financial Times, Prentice Hall Publishing.p.166.
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Leadership A leader shapes and shares a vision which
gives pointers and direction to the work of others.
Leadership involves unleashing energy, freeing, growing, and building.
Leaders influence the direction of a group through:– structuring (framing) the situation.– controlling group behaviour.– personifying the group.– helping the group achieve its goal and potential.
Leaders need willing co-operation of the followers.
Source: Coleman, J.C. (1969) quoted in Smith M. (1991) Analysing Organisational Behaviour,
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Kotter on Management, Leadership
Creatingagenda
Planning,budgeting
Vision &direction
People Organising &staffing
Alligning andcommunicating
Execution Monitoring,controlling,rectifying
Motivating &inspiring
Outcomes Delivers onexpectations
Innovation &change oriented
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Approaches to Theorising Leadership
Two main approaches
“One best way” Contingency
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“One best way” - traits of leadership (i) Intelligence * Having an extrovert personality Dominance * Masculinity Conservatism
(Lord, De Vader & Allier, 1986)
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“One best way” - traits of leadership (ii)
Drive * (achievement, ambition, energy, tenacity, initiative)
Leadership motivation (personalised or socialised)
Honesty and integrity Self-confidence * (including emotional stability) Cognitive ability (the ability to marshal and
interpret a wide variety of information) Knowledge of the business
(Kirkpatrick & Locke, 1991)
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“One best way” - traits of leadership (iii)
Risk-taking * Assertiveness and decisiveness Achievement orientation Motivation Competitiveness
(Dulewicz and Herbert 1996)
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“One best way” - traits of leadership (iv) Leadership traits relating in some ways to
risk taking include: ability to cope with change and
uncertainty creative thinking
– drawing on intuition,» right brain thinking» good use of tacit knowledge» the ‘intuitive-thinking’ type» ‘arts-based thinking’» imagination
– able to handle ‘messes’ or ‘soft problems’
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“One best way” - traits of leadership (v)
Components of emotional intelligence self awareness self-regulation motivation empathy social skills
(Goleman, 1998)
Attributes of hero leaders, change masters ‘Kaleidoscope thinking’ Imagination Foresight
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A Bad Way - unethical leadership
Narcissistic Controlling Manipulative Self-promoting
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“One Best Way” ? - leader behaviour
Wright (1996) found that leader styles are typically a blend of the following 4 components. Is there an optimal mix?
Concern for task (production-centred) Concern for people (person -centred) Directive leadership (autocratic) Participative leadership (democratic)
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University of Michigan Studies
This style seemed to work best
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The Managerial
Grid
9,9 styleis oftenbest
Team Management
Country Club Management
Organisation Man Management
Impoverished Management
Authority-Obedience
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“One-best-way” - transformational leaders
Transformational LeadersMake major changes to
organisational missionorganisational structurepolitical and cultural systems of the
organisation
(Source: Bass, B.M. (1990) From transactional to transformational leadership: learning the vision. Organizational Dynamics, Winter, p.22)
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“One-best-way” - transactional & ‘transformational leaders
Transactional Leader Management by exception (active)
* Contingent reward* Management by exception (passive)
Laissez-faire
Transformational Leader Charisma
* Inspiration* Intellectual stimulation
Individualised consideration(Source: Bass, B.M. (1990) From transactional to transformational leadership: learning the vision. Organizational Dynamics, Winter, p.22)
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Current state of expected subordinate effort
Heightened motivation to attain designed outcome (extra effort)
Normal expected subordinate performance
Subordinate performance beyond normal expectations
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“One-best-way” - A third dimension of leadership behaviour
Andrea Jung, CEO of Avon Cosmetics
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Contingency theories
These take account of the great variety of
situational influences on leader effectiveness
Tannenbaum and Schmidt
Fiedler
Hersey and Blanchard
Path-goal
Quinn
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Contingency Theory 1:Tannenbaum and Schmidt
A continuum from ‘boss centred’ to ‘subordinate centred’
Appropriate position on the continuum depends on– Forces in the manager– Forces in the subordinate– Forces in the situation
» Nature of task/problem» Organisational context
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Jayne has little room to manoeuvre
Subordinates’ preferences
Task stucture
Context
Jayne’s preferences
Directive Participativestyle of style ofleadership leadership
Jayne’s room for m
anoeuvre
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2. Fiedler’s contingency theory of leadership
Leader-MemberRelationships
Taskstructure
Positionpower
Leadershipstyle
1 Good Structured High2 Good Structured Low3 Good Unstructured High
Task-oriented styleRecommended
4 Good Unstructured Low5 Poor Structured High6 Poor Structured Low
Person-orientedstyleRecommended
7 Poor Unstructured High8 Poor unstructured low
Task-oriented stylerecommended
Fiedler believes leaders must be chosen to fit the situation
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Contingency Theory 3: Hersey & Blanchard’s Situational Leadership
Follower r
eadiness: abilit
y and willi
ngness
Follower r
eadiness: abilit
y and willi
ngness
Leader: decreasing need for support and supervisionLeader: decreasing need for support and supervision
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Situational Leadership (cont.)(Hersey and Blanchard)
Two Orientations– task behavior– relationship behavior
Four Styles– tell– sell– participate– delegate
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Situational Leadership (cont.)(Hersey and Blanchard)
Two Follower Readiness factors– ability (job knowledge, experience, and skills)– willingness (psychological readiness- confidence, commitment, and motivation)
Four Levels of Follower Readiness– unable, unwilling– unable, willing– able, unwilling– able and willing
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Situational Leadership (cont.)
Subordinates’Willingness
Subordinates’ Ability
Lo
Hi
Hi
Effect of (Follower Readiness: Willingness and Ability)
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Contingency Theory 4: Path-Goal Theory
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Path-Goal: factors between effort & resultsPath-Goal: factors between effort & results
EFFORT PERFORMANCE
skill motivation
Expectations that effort will bring desired rewards)
locus of control
job design
goal clarity
timeresources
(tools, materials, information etc.)
TEAM MEMBER CHARACTERISTICS
NATURE OF TASK AND CONTEXT
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Path-Goal Leadership Styles1. Directive
– Clarifies job duties, clarifies performance standards, ensures that procedures are followed
– Same as task-oriented leadership 2. Supportive
– Friendly, approachable, shows concern, respect– Same as people-oriented leadership
3. Participative– Consults with employees, solicits suggestions– Related to employee involvement practices
4. Achievement-oriented– Sets challenging goals, high confidence in employees,
expects improvement– Applies goal setting, positive self-fulfilling prophecy
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Directive Supportive Participative AchievementEmployeeContingencies
Path-Goal Contingencies (summary)
Skill/Experience low low high high
Locus of Control external external internal internal
Task Structure ambiguous routine non-routine ambiguous
Team Dynamics neg. norms low cohesion pos. norms ?
EnvironmentalContingencies
Directive Supportive Participative Achievement
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Contingency Theory 5: Quinn’s Competing Values
The basic idea is that leadership styles should fit the overall organisational model.
The organisational models are: The team: flexible but inward looking.
– Leader is a supporter, facilitator. The adhocracy: flexible and outward looking.
– Leader is an innovator, broker. The firm: stable but outward looking.
– Leader is task oriented, directive. The hierarchy: stable and inward looking.
– Leader is a monitor, co-ordinator.
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Leadership in times of change Leadership and the organisational life-cycle.
(Greiner, 1972; Clarke & Pratt, 1985).
Leadership and the nature of change.(Dunphy & Stace, 1993).
Leadership and resistance to change. (Clarke, 1994).
Analysing and managing resistance to change. (Strebel, 1996; Beer, Eisenstat & Spector, 1990; Kotter, 1995).
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Can one leader take the organisation through all its phases?
Styles will likely need to change as the organisation develops through the various phases.
Some contingency theorists would say that it is theoretically possible for one leader to take the organisation through various phases..
Others (e.g. Fiedler) would say it is not possible.
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Leadership and the OrganisationalLife Cycle (i) : Greiner, Clarke
. Evolutionary Phaseof Organisation
Appropriate TopManagement Style
1. Creativity Individualistic,entrepreneurial
2. Direction Directive, strong
3. Delegation Delegation, givesautonomy
4. Coordination Watchdog
5. Elaboration Participative, teamoriented
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Leadership and the OrganisationalLife Cycle (ii) : Clarke & Pratt
.Evolutionary Phaseof Organisation
Appropriate TopManagement Style
1. New business Champion
2. Exploitablemarket
Tank commander
3. Mature Housekeeper
4. Danger ofdecline
Lemon squeezer
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Environmental conditions & types of change
- a recap of Chapter 2
ENVIRONMENTAL FORCES FORCHANGE
TYPES OF CHANGE
Ansoff andMcDonnell (1990)
Strebel(1996)
Stacey(1996)
Tushman et al.(1988)
Dunphy &Stace (1993)
Grundy(1993)
Stacey(1996)
Predictable
Forecastable byextrapolation
Predictable threatsand opportunities
Partially predictableopportunities
Unpredictablesurprises
Weak
Moderate
Strong
Close tocertainty
Close tocertainty
Far fromcertainty
Converging(fine-tuning)
Converging(incremental)
Discontinuousor frame-breaking
Fine-tuning
Incrementaladjustment
Modulartransformation
Corporatetransformation
Smoothincremental
Bumpyincremental
Discontinuous
Closed
Contained
Open-ended
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Dunphy & Stace Change Matrix.
Type of Change Enacted (followingenvironmental forces for change)
Style ofChange Mgt.
FineTuning
Increm.adjustment
Modulartransform
Corporatetransform
Collaborative
Consultative
Type 1 ParticipativeEvolution
Type 2CharismaticTransformation
Directive
Coercive
Type 3Forced Evolution
Type 4DictatorialTransformation
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Forces for and against change
Driving forces for change– external forces (e.g. constraints
from suppliers, customer needs)– internal forces (e.g. org growth,
office politics, restructuring)
Driving forces against change– Individual resistance– organisational resistance
Leading change will inevitably also be concerned with overcoming resistance to change
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Resistance to Change‘The most likely response to a change
proposal is a series of outraged objections, some relevant (for no proposer of change can have thought out all the implications), some irrelevant (just waiting for an opportunity to surface and using this one).’
(Pugh, D. (1993) Understanding and Managing Change, in Mabey C, and Mayon-White, B. (eds.) Managing change, second edition, PCP).
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Individuals’ reactions to change+ Positives
Enthusiasm
Opportunity
Challenge
Excitement
New skills
New knowledge
Reward
Fulfilment
Survival
New start
Creates options
Learning experience
Motivation
- Negatives
Fear
Anxiety
Shock
Distrust
Anger
Stress
Resentment
Confusion
Uncertainty
Demotivation
Depression
Loss of self-esteem
Loss of identity
- Negatives
Loss of peer group
Letting go
Saying goodbye
Distraction
Family disruption
Insomnia
Conflict
Politics
Stubbornness
Critical reactions
Mutiny
Disown/Block
Misunderstanding
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Reasons for Adverse Reactions to Change
Loss of job Reduction of career prospects Down grading of work Effects in pay Loss of status - “empires” Reduction in responsibility or job interest Need to learn new skills New and unknown bosses New and known (!) bosses Break up of established work groups Transfer to new, unknown (known!) locations
or departments
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Underlying Reasons Why Underlying Reasons Why Individuals Resist ChangeIndividuals Resist Change
Perceived lack ofnew skills,loss of old
Fear of the Unknown
Loss of powerbase
Dislike ofuncertaintyambiguity
Loss of rewards
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How People Resist ChangeIndividual responses to threats and
unknown dangers rigidity doing more of the same but harder greater inadequacy aggression aggressive rigidity
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Threat toExisting GroupPower Bases
Threat toExistingResource
Allocations
Structural‘Built-in’Inertia
Cultural,
mindset inertia
Entrenchedinterests
Group Norm Inertia
Sources of Organisational Resistance
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Why Organisations Resist Change
Organisations are coalitions of interest groups in tension
balance (ultra-stability, equilibrium) of forces hammered out over a period
Change upsets this balance
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Lewin’s Force-Field Theory of Change
Organisational change occurs when:• forces for change strengthen• restraining forces lessen, or• both processes occur simultaneously
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Steps in Force Field Analysis
1. Define problem (current state) and target situation (target state).
2. List forces working for and against the desired changes.
3. Rate the strength of each force.
4. Draw diagram (length of line denotes strength of the force).
5. Indicate how important each force is.
6. How to strengthen each important supporting force?
7. How to weaken each important resisting force?
8. Identify resources needed.
9. Make action plan: timings, milestones, responsibilities.
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Assessing resistance to change - Strebel
Look for closed attitudes. Look for an entrenched culture. Look for rigid structures and systems. Look for counterproductive change
dynamics. Assess the overall resistance to change by:
– examining to what extent the various forces of resistance are correlated with one another.
– describing the resistance threshold in terms of power and resources needed to deal with the resistance.
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Responding to resistance to change
Strebel’s contrasting change paths
Beer, Eisenstat and Spector’s six steps to effective change
Kotter & Schlesinger
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Copyright Barbara Senior, Organisational Change Lecturers’ Guide 2002
Possible Change Paths - Strebel
.
Resistancelevel
Proactive Reactive Rapid
Closed tochange
Radicalleadership
Org re-allignment
Downsizing &restructuring
Can beopened tochange
Top downexperim-entation
Process re-engineering
Autonomousrestructuring
Open tochange
Bottom-upexperim-entation
Goalcascading
Rapidadaptation
Changeforce Weak Moderate Strong
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Copyright Barbara Senior, Organisational Change Lecturers’ Guide 2002
Beer et al’s six steps to effective change
Mobilise commitment to change through joint diagnosis of business problems.
Develop a shared vision of how to organise and manage for competitiveness.
Foster consensus for the new vision, competence to enact it, and cohesion to move it along.
Spread revitalisation to all departments without pushing it from the top.
Institutionalise revitalisation through formal policies, systems and structures.
Monitor and adjust strategies in response to problems in the process.
Source: Beer, M., Eisenstat, R.A. and Spector, B. (1993) Why change programs don’t produce change, IN Mabey, C. and Mayon-White, B. (eds) Managing Change, London, P.C.P.
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Copyright Barbara Senior, Organisational Change Lecturers’ Guide 2002
Possible ways of dealing with resistance (Kotter & Schlesinger)
education & communication participation & involvement facilitation & support negotiation & agreement manipulation & co-optation explicit and implicit coercion
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Copyright Barbara Senior, Organisational Change Lecturers’ Guide 2002
E (Economic) vs O (organisational capability) approaches to change
Economic Shareholder oriented Money incentives Layoffs Downsizing Restructuring
Organisational Capability Softer Culture change Emphasis on individual & organisational learning