1. LEADERSHIP FOR TRANSFORMATION Khum Raj Punjali Shailaja Upadhyaya

2. Contents  Transformational leadership  Organizational transformation process  Leader as a change champion  Leading change: Techniques and key considerations  Small Exercise NASC 2015

3. Transformation Leadership Defined  Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders. NASC 2015

4. Transformation Leadership 4 It enhances the motivation, morale and performance of followers by: Connecting the followers’ sense of identity and self to the mission and the collective identity of the organization, Being a role model, Challenging followers to take greater ownership for their work, and Understanding the strengths and weaknesses of followers. NASC 2015

5. Transformation Leadership  James Macgregor Burns first introduced the concept of transforming leadership in his descriptive research on political leaders, but this term is now used in organizational psychology as well. "leaders and followers help each other to advance to a higher level of morale and motivation". NASC 2015

6. Elements of transformational leadership  Vision  Intellectual Stimulation  Inspirational Motivation  Individualized Consideration  Idealized Influence NASC 2015

7. The leadership Quality Model 7 Personal qualities and values Being honest and consistent Acting with integrity. Leading and developing individuals: Showing genuine concerns Being accessible Enabling Encouraging Change Leading the way forward Building shared vision Networking Resolving complex problems facilitating change sensitivity Leading and developing the organization Supporting a developmental culture Inspiring others Focusing on team effort Being Decisive NASC 2015

8. 9 Things Leaders Must Do To Create A Transformation 1. Define what you are going to do, why you will do it, what the benefits of change are, and what the dangers of not changing are. 2. Create a sense of urgency and then maintain it for the long haul. 3. Put governance and management in place; Form a powerful guiding coalition for success. 4. Engage key stakeholders – particularly managers – in making change happen. 5. Communicate the vision & key messages. NASC 2015

9. 9 things…Contd. 6. Remove obstacles to transformation success, especially during implementation. 7. Enable real transformation by cultivating a new organizational culture and individual behaviors. 8. Realign operations and organization to enable the new vision and support the transformation. 9. Upgrade executives’ and leaders’ skills in change leadership. NASC 2015

10. The 5 Unexpected Things Successful Leaders Make Time For Every Month 1. Time to strategize 2. Time to thank and acknowledge 3. Time to meet with clients 4. Time to focus 5. Time to de-stress NASC 2015

11. Change - A Planned Activity Organizational change is a planned activity as it serves as a linkage between the different parts of a change process, sets up priorities and timelines, assigning responsibilities, establishing mechanisms for review and revision where necessary. NASC 2015

12. Change -A process Change as a process was firstly conceptualized by Lewin in 1947. He segmented the change as a process with three phases: (1) unfreezing (2) moving (3) refreezing NASC 2015

13. Organization transformation process 13 Build Awareness Area of need recognition Diagnose the problem Decision 1 Develop and analyze course of actions Decision 2 Plan the change R eassess and Adjust Implement the plan setup Follow up, measure and Review Celebrate achievemen ts Identify change resistance Management of resistance NASC 2015

14. Champion for Change  Change efforts often require a person or a group who continues to build and sustain strong enthusiasm about the change. This includes reminding everyone of why the change is occurring in the first place, the many benefits that have come and will come from the change process. The champion might be the same person as the change agent at various times in the project. NASC 2015

15. Leader as change champion Five Things Leaders Can Do to Champion Change: 1. They sell more than they tell 2. They help people to listen 3. They work through the “head grapes” 4. They break the change into “bite-sized” pieces 5. They build positive momentum NASC 2015

16. 10 principles of change management a champion should consider 1. Address the “human side” systematically. 2. Start at the top. 3. Involve every layer. 4. Make the formal case. 5. Create ownership. 6. Communicate the message. 7. Assess the cultural landscape. 8. Address culture explicitly. 9. Prepare for the unexpected. 10. Speak to the individual. NASC 2015

17. Leading change: techniques and key considerations Be clear and specific:  What is the desired change?  What are the underlying concepts guiding the development of strategy?  How will you know if you have succeeded?  What are bench marks along the way? NASC 2015

18. Leading change…contd.  Start from where you are Assess and improve the readiness of participants Analyze stakeholders  Build in an “early win”

19. Leading change…contd.  Anticipate resistance  Use collaborative planning  Plan for sustainability and implement the plan NASC 2015

20. Leading change…contd.  Build in on-going monitoring/course corrections Evaluate for continuous improvement and mid-course corrections Revisit readiness; it should improve and therefore strategies might change. NASC 2015

21. Ten Common Mistakes in Leading Transformational Change  Relevance and Meaning  Organizational Change Governance  Strategic Disciplines for Change  Misdiagnosing Scope  Initiative Alignment and Integration  Capacity  Organizational Culture  Leadership Modeling

22. Ten Common Mistakes..contd.  Human Dynamics  Stakeholder Engagement and Communications NASC 2015

23. Group exercise 23 Refer to the case in your hand and answer the following questions.  How did Bill Gates and Steve jobs differ in their leadership style?  Compare and contrast the managerial practices of Gates and Jobs.  What do you think about the future of Microsoft and apple computers?

24. Five levels of leadership ( JOHN MAXWELL ). 24 Position - People follow you because they have to Permission - People follow because they want to. Production - People follow because of what you have done for the organization Person Development - People follow because of what you have done for them personally. Pinnacle - People follow because of who you are and what you represent. NASC 2015

25. Leaders who worked for transformation and reached the Pinnacle level.

31. NASC BAT IG 2013 31

32. Take Aways NASC BAT IG 2013 32  Transforming leaders are idealized in the sense that they are a moral exemplar of working towards the benefit of the team, organization and/or community.  Organization transformation always needs a change champion to remind and keep intact the spirit of change.