Fluent Essays

OBSERVE THE LEADERSHIP OF CHAIRMAN CAO and DISCUSS HIS LEADERSHIP STYLE  PLEASE USE THE MATERIAL FROM CAMERON & GREEN  and the topics we discussed in lectures CHAPTER 4 Leading change  500 words OR 1 page single spaced make citations and give reference (CAMERON & GREEN)Praise for the previous editions of Making Sense of Change Management ‘There has long been a need for a readable, practical but theoretically under- pinned book on Change which recognized a multiplicity of perspectives. By combining the behavioural, humanistic, organizational and cognitive perspectives and by helping the reader make sense of what each perspective brings to understanding Change, this book should help students and practitioners. By linking in work on personality tests such as MBTI™ the book breaks new ground from a practitioner point of view not least because these tests are widely used in practice. I thoroughly recommend it.’ Professor Colin Carnall, Director, Executive Education, Cass Business School ‘Change is a huge thing wherever you work. The key is to make change happen, and make it happen well – with everyone on side, and everyone happy. This book provides an extremely stimulating and accessible guide to doing just that. There are a few people at the Beeb who could do with this. I’ll definitely be placing copies on a couple of desks at White City.’ Nicky Campbell, Presenter Radio Five Live and BBC1’s The Big Questions ‘This excellent, comprehensive, well-written and logically laid out book presents change management processes, concepts, models and frameworks in clear terms; managers on my post-graduate, courses have remarked that this book, has been of immense value to them when planning and implementing change in their organisations – a more fitting testimony one cannot ask for.’ Alec Bozas, Graduate School of Business & Leadership, University of KwaZulu-Natal ‘In today’s rapidly changing world, where emerging markets are becoming the hot centres of action, no company’s change agenda can be a blueprint for 2 another. It is in this context that Making Sense of Change Management, a deeply analytical and thoughtful book on change management, delights. Rather than applying a rather over-simplified ‘silver bullet’ to every problem, the authors attempt to give the flavours and the perspectives, leading to informed choices one has to make. That, to me, is truly valuable.’ Rajeev Suri, India-based entrepreneur, CEO and former Head of Global Marketing, Infosys ‘This impressive book on change is an essential read for any professional manager who is serious about getting to grips with the important issues of making change happen.’ Dr Jeff Watkins, former MSc Course Director, Management Research Centre, University of Bristol ‘I commend it highly. It has a good coverage of relevant theoretical work while at the same time giving plenty of practical examples. It is written in an accessible style that engages the reader and it is full of useful ideas without being overly prescriptive or formulaic.’ Philip Sadler, author of a number of acclaimed business titles and former chief executive of Ashridge Business School ‘This provides a clear and thorough tour of different models of change.’ Richard Jolly, Adjunct Professor of OrganLeading Change Steven H Kim Leader’s Role in the Change Process Multi – Dimensional MACHINE – PLAN – Chief, Manager, Boss POLITICAL – FACTIONS – Politicians ORGANISM – ENVIRONMENT – Coach FLUX & TRANSFORMATION – CHAOS – Facilitator Most Important : Visionary Leadership CLEAR VISION DETERMINATION COMMUNICATION PRESENCE TOUGH as needed BRAVE, COURAGEOUS WARREN BENNIS: Visionary GUIDING VISION PASSION INTEGRITY Managers vs Leaders Managers DO THINGS RIGHT What and How? Maintain status quo Leaders DO THE RIGHT THINGS Why? Challenge status quo Kotter : 3 areas of focus for leaders SETTING DIRECTION Vs planning and budgeting ALIGNING PEOPLE Vs organizing and staffing MOTIVATING PEOPLE Vs controlling and problem solving Bass TRANSACTION PSEUDO-TRANSFORMATIONAL TRANSFORMATIONAL Transactional Focuses on the exchanges that occur between leaders and their followers. Pseudo-Transformational Focuses on the leader’s own interests rather than the interests of his followers. Ref: Northouse, P.G. (2016). Leadership: Theory and Practice (7th ed.). California, U.S.A. SAGE Publications, Inc. p. 161-194. Transformational Process of engaging with others to create a connection that increases motivation and morality in both the leader and the follower Bass cont. Gardner Leaders to Embody a STORY (MESSAGE) PERSONAL AUTHENTIC CONNECT WITH FOLLOWERS Heifetz and Laurie VISION ALONE IS NOT THE ANSWER ADAPTIVE LEADERSHIP IS THE KEY Facilitate Confront Adapt Manage stress Lipman – Blumen Vision alone is not the answer FINDING MEANING AND CONNECTIONS GLOBAL environment , Diversity, Interdependence CONNECTIONS , common purpose in DIVERSITY Connecting Skills / Strengths Politically saavy Ethical Authentic Accountable Long term vs Short term (SUCCESSION PLAN, DEVELOPMENT) HIGH EXPECTATIONS GIVE MEANING “Clear, visionary, authoritative leadership is no longer working.” (p. 144) 21TH CENTURY Leadership LESS VISIONARY , AUTHORITATIVE LESS HIERARCHY GLOBAL DIVERSITY DIFFERING AGENDAS MORE CONNECTIVITY MORE ADAPTIVE Senge SUCCESSFUL CHANGE NOT TOP DOWN But FROM WITHIN AVOID “HERO COMPLEX” Typical Hero Scenario Crisis SAVIOR (ceo) Change Rapid Roots (problems) still there O’NEILL: 4 Key Roles for Successful Change SPONSOR AUTHORITY / SUPPORT / RESOURCES IMPLEMENTOR ACT, PLAN, DO IT CHANGE AGENT FACILITATOR ADVOCATE IDEA LEADERSHIP STYLES / QUALITIES / SKILLS Coleman – 6 Relationship Oriented Styles COERCIVE CRISIS , CHANGE NOW, USED SPARINGLY AUTHORITARIAN VISIONARY, LEADER (credible, enthusiastic, RESPECTED) AFFLIATIVE REPAIR relationships, RE-ESTABLISH TRUST DEMOCRATIC FACILITATOR (team knows more about situation than leaders) PACE-SETTING For Highly Motivated teams (poMaking sense of change management chapter 4 – LEADING CHANGE Trinity Western University LDRS 420 Instructor: Stephen Liang Introduction Good leadership is well-rounded leadership. All four metaphors of organizations give rise to useful notions of leadership. We cannot get stuck in one metaphor, or one way of doing things, and therefore appear one-dimensional in our range of styles and approach The machine metaphor; The political system metaphor; The organism metaphor; and The flux and transformation metaphor. Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. 132-136. Introduction (con’t) Metaphor Advantages Disadvantages Machine Clear goals and the need for structure. Overuse results in micromanagement of outcomes and too little risk taking. Political system Adds the harsh reality of organizational life, reminds us of the necessity of involving influential people when change is desired. Overuse can be seen as manipulation. Organism Highlights the need for people to be involved, and to feel the need for change. Runs the risk of moving too slowly and too late. Flux and transformation Organizations and their people cannot be wholly controlled unless we rule by fear! Leaders must encourage discussion of conflicts and tensions to enable change to emerge, while avoid the gap of being too vague and lacking direction. Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. 132-136. Introduction (con’t) Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. 132-136. See Table 4.1 Leadership linked to organizational metaphors (p. 153-154) Metaphor Nature of change Leader’s role Type of leadership required Typical pitfalls for the leader Machine The designed end state can be worked towards. Resistance must be managed. Change needs to be planned and controlled. Chief designer and implementer of the changes. Project management. Goal setting. Monitoring and controlling. Micro-management by leader means activity focuses on measuring, rather than experimenting or taking risk. Introduction (con’t) Ref: Cameron, E., & Green, M. (2015). Making Sense of Change Management (4th ed.). Croydon, Great Britain: Kogan Page Limited. p. 132-136. See Table 4.1 Leadership linked to organizational metaphors (p. 153-154) (con’t) Metaphor Nature of change Leader’s role Type of leadership required Typical pitfalls for the leader Political system Changes must be supported by a powerful person. Change needs a powerful coalition behind it. Winners and losers are important. Politician – powerful speaker and behind the scenes negotiator. Visionary. Building a powerful coalition. Connecting agendas. Change leaders are seen as Machiavellian manipulators. Leaders cannot be trusted, so people comply rather than commit. Pe