1. NVSC 210 LT Peña 6 Nov 2014

2.  Go Navy, Beat Army!!! Go Navy, Beat Army!!!

3.  If organizations do not change and adapt to the times they are in, they will most surely fail.  Leading change is perhaps the most difficult challenge facing any leader ◦ Differentiates leaders and managers ◦ Differentiates mediocre leaders from exceptional leaders  Best leaders… ◦ Recognize the situational and follower factors inhibiting or facilitating change ◦ Paint a compelling vision of the future ◦ Formulate and execute a plan that moves their vision from a dream to reality

5.  C= D x M x P > R  D = Dissatisfaction  M = Model  P = Process  R = Resistance  C = Amount of change  The model maintains that organizational change is a very systematic process and large- scale changes can take months if not years to implement

6.  Followers who are more or less content are not very apt to change  Key for leaders is to increase dissatisfaction (D) to the point where followers are inclined to take action ◦ To raise dissatisfaction, a leader can talk about potential threats to the status quo or capitalize on some current crisis ◦ Leader must ensure that all his or her actions in increasing dissatisfaction are geared towards their vision of change

7.  Four key components ◦ Environmental scanning ◦ Vision ◦ Setting of identification of new goals to support the vision ◦ Needed system changes  Systems thinking approach- asks leaders to think about the organization as a set of interlocking systems and explains how changes to one part can have unintended consequences  Siloed thinking- leaders act to optimize their part of the organization at the expense of suboptimizing the organization’s overall effectiveness

8.  Part of the model where change becomes tangible and actionable  Consists of executing a change plan  The plan is only a road map for change. Change will only occur when the action steps outlined in the plan are actually carried out  A good way to have followers accept and buy into the change plan is to have them help create it

9.  Resistance can occur because changes take a while to manifest themselves in rewards.  Expectation-performance gap- Difference between initial expectations and reality when there is a temporary drop in performance or productivity while learning new systems or skills  Followers might also be afraid of loss brought by the change

12.  Many of history’s biggest changes have come from charismatic leaders  Charismatic leaders are able to create sweeping changes and can be the catalyst for major social changes  However, they can also be used for selfish, personal gains and can have an equally devastating effect on society

13.  Max Weber maintained that societies could be categorized into one of three types of authority systems: ◦ Traditional authority system ◦ Legal-rational authority system ◦ Charismatic authority system  James MacGregor Burns believed that leadership could take one of two forms: ◦ Transactional leadership  Leaders and followers have an exchange relationship in order to get needs met. ◦ Transformational leadership  Appeals to followers’ values and their sense of higher purpose  Use reframing to point out how the problems facing followers can be resolved if they fulfill the leader’s vision of the future.

14.  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  Example Example

15.  Uses perceptions or reactions of subordinates to determine whether a leader was transformational  Transformational leaders- more successful at driving organizational change because of followers’ heightened emotional levels and willingness to work toward accomplishment of leader’s vision  Transactional leaders-motivate followers by setting goals and promising rewards for desired performance ◦ Perpetuates status quo- Rewards do not typically result in long-term changes associated with transformational leadership

16.  Leadership skills are needed when changes need to be made to existing systems and processes  Two major approaches to organizational change ◦ Rational ◦ Emotional  Charismatic leaders are more likely to emerge during times of uncertainty or crisis

18.  STRUCTURE, STRUCTURE, STRUCTURE!! ◦ Make an outline!!  Intro Paragraph  Supporting Paragraphs  Concluding Paragraph Each paragraph should have it’s own intro and conclusion, with your points neatly organized in the middle. Don’t jump around!

19.  Do NOT: ◦ Use numeral words to start sentences. First, second, third, etc. Be more creative than that. ◦ Start neighboring sentences with the same word. ◦ Say “In conclusion” ◦ *Try a thesaurus if you get stuck

20.  Their, they’re, there  Run-on sentences  Don’t be afraid of commas and semicolons

21.  PEER EDIT!  University Writing Center  Common Essay Mistakes Common Essay Mistakes