Leading Change in Organizations 1

2 Purposes of Leadership Component  Review the concepts of leadership and change  Discuss the steps for change process in organizations  Develop techniques for overcoming resistance to change Continued…

3 Purposes of Leadership Component cont.  Develop a plan for leading change in your organization to embed the principles and practices of planning and evaluation learned in the collaborative

4 Teachable Point of View  Big Ideas  Values  Emotional energy and edge

5 Big Ideas  Leadership as an interactive process of mutual influence to solve problems and effect change  Develop leaders at all organizational levels  Function as both a learner/group member and teacher/learner  Understand environment and take risks  Act with integrity  Prepare for leadership  Prepare for organization change  Embed principles and practices of effective planning and evaluation in organization

6 Values  Honesty  Diversity  Respect  Commitment  Participation  Preparation  Teamwork  Candor/openness  Positive energy

7 Emotional Energy  Sense of urgency  Mission is inspiring and worth achieving  Stretch goals that are achievable  Collective knowledge and experience

8 Edge Thoughtful and timely decisions  How to plan and evaluate the program  Vision and values  How to plan for and lead change  How to work together as a collaborative

9 What does Leadership mean?  Leadership is a process  Leadership is about exercising influence  Leadership is about change  Leadership is performing art  Leaders and group members are roles in the process

10 Leadership is a process  Solve problems and reach goals aimed at a vision which requires change  “The art of mobilizing others to want to struggle for shared aspirations”  Mobilize others to want to do, not just do  Get people to volunteer to move together in a common direction  Fuse thought, feelings, and action to produce cooperative effort to serve a common purpose and values of leaders and group members

11 Leadership… Is a process that is based on influence, involving both leaders and group members who intend real change in achieving a common purpose. -Joseph C Rost, “Leadership for the 21 st Century” --Peter Northouse, “Leadership: Theory & Practice”

12 Leadership… Is a process An event that occurs between the leader and the group members. It is not a trait or characteristic that resides solely in the leader. It is an interactive event, not a one-way event. It becomes available to everyone.

13 Leadership… Is based on influence. The influence is multidirectional. The influence behaviors are noncoersive.

14 Roles of leaders and group members Rotate depending on who has the expertise at the moment or who has that responsibility; shared responsibility  No one person has all of the knowledge, expertise, power, or authority to solve problems by themselves  Need the collective talents of everyone to address the challenges that confront organizations  New concept of leadership is more a collaborative, distributive process to develop reciprocal meaning

15 Leadership effectiveness is measured (Ralph Stoghill, 1974) Did the organization achieve its goals How well the members coalesced as a group How satisfied were the members with the process itself

16 What do leaders do? (Based on The Leadership Challenge by Kouzes and Posner) Model the way – find your voice, set the pace and walk the talk  Behavior consistent with their espoused values; have integrity  Work with other members of the team to shape organizational values that will guide how they behave  Generate ideas  Have edge to make the tough decisions about resources and people

17 What do leaders do? Inspire a shared vision shaped by ideas – know the context; envision the future and help others to see it; leaders can not command commitment, they can only inspire it Challenge the process – search for opportunities; step out into the unknown and take risks Enable others to act – give authority, information, and discretion - Move an organization to change - Bring it into alignment with the shared vision and values

18 What do leaders do? - Foster collaboration - Strengthen others Encourage the heart by recognizing people’s accomplishments – show people that they are winners - Celebrate the values and victories - Do not command and control, but rather serve and support

19 “Ethics Check” Is it legal?  Will I be violating either civil law or company policy? Is it balanced?  Is it fair to all concerned in the short term as well as in the long term?  Does it promote win-win relationships? How does it make me feel about myself?  Will it make me proud? In Sum Credibility is the foundation of leadership

20 In the Presence of a Leader I find myself standing taller, thinking more clearly, seeing things freshly, considering greater risk, and performing in ways I didn’t know I could. I realize potential that I had not even recognized in me. I expand my thinking, increase my production, confront my fear of failing, and gain incredible insights. As I have come to trust their wisdom, I find increasing willingness to risk developing my potential.

21 In the Presence of a Leader I am not coddled. I am expected to demonstrate self- discipline, quality contribution, personal responsibility and mature responses. In short, I am held responsible for my actions. I am not permitted to hide behind my natural patterns. I am inspired, encouraged, and guided in my development. --Barr & Barr “The Leadership Equation”

22 Leadership vs Management The key function of a Leader Is to establish the basic vision of the organization. The key function of a Manager is to implement the vision. --Edwin Locke “The Essence of Leadership”

23 Leadership vs Management The Leader is the one who climbs the tallest tree, surveys the entire situation, and yells, “Wrong Jungle.” The Manager responds, “Shut up! We’re making progress.” --Stephen Covey

24 Management – Is about coping with complexity. Leadership – Is about coping with change. --John P. Kotter “What Leaders Really Do” Harvard Business Review

25 Management Planning & budgeting – setting targets for the future, establishing detailed steps and then allocating resources to accomplish those plans. Leadership Setting a direction – developing a vision of the future along with strategies for producing the changes needed to achieve that vision. --John P. Kotter “What Leaders Really Do” Harvard Business Review

26 Management Organizing & staffing – creating the organizational structure and set of jobs, staffing the jobs, delegating responsibility for carrying out the plan and devising systems to monitor implementation. Leadership Aligning people – communicating the new direction to those who understand the vision and are committed to its achievement --John P. Kotter “What Leaders Really Do” Harvard Business Review

27 Management Controlling & problem solving – monitoring results, identifying deviations and planning and organizing to solve the problems. Leadership Motivating & inspiring – keeping people moving in the right direction by appealing to basic but often untapped human needs, values, and emotions. --John P. Kotter “What Leaders Really Do” Harvard Business Review

28 Successful Change 70 – 90% Leadership 10 – 30% Management --John P. Kotter

29 Shifting the Focus from Management to Leadership Strong Weak Strong --Capezio & Morehouse Secrets of Breakthrough Leadership LeadershipLeadership M a n a g e m e n t New Path Same Path