LEADERSHIP AND CHANGE

Transcription

1 LEADERSHIP AND CHANGE

2 Leadership and Management If followers are over budget on travel expenses or 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.

3 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.)

4 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.

5 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 to successfully implement any team or organizational change effort

6 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 a diagnostic tool for understanding why change initiatives fail.

7 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)

8 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 and diagnosing where their initiatives may be getting stuck. Because is an important component of leadership

9 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

10 The rational approach to organization change and the interactional framework. Followers Dissatisfaction Resistance SARA model Loss of: -Power -Competence -Identity -Rewards -Relationships Technical/functional capabilities Leader Environmental scans Vision Goals Change plan Systems vs. siloed thinking Leadership and management Capabilities Crisis Consumer preferences Market conditions Societal shifts Political and legal challenges Competitive threats Organizational structure Organizational systems Organization culture Situation

11 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 a new company will succeed or fail.

12 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.

13 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.

14 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

15 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

16 Situational Characteristics Crises Task Interdependence and Social Networks Other Situational Characteristics

17 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

18 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.

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