SU3 Topic 9 - Leading Change

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EAS433 Aviation Change Management SU3/Topic 9/Slide -

Study Unit 3

Topic 9: Leading change

Leadership is a key enabler of change.

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The role of leadership

There is marked difference in the orientation betweenmanagement and leadership.

Both involve:

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1. deciding what needs to be done

2. developing the capacity to do it

3. ensuring that it is done

However, while management is concerned with order and

consistency, leadership is concerned with change


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1. Deciding what needs to be done

Management involves

deciding what needs to be

done through a process of goal

setting, establishing detailed

steps for achieving these goals

and identifying and allocatingthe resources necessary for

their achievement (through

planning and budgeting)

Leadership focuses on creating a

vision and setting a direction, and

developing the strategies

necessary to move in that

direction.

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1.1 Deciding what needs to be done: Quality of the vision

But unless the leader:

makes a realistic assessment of the situation

and responds to the concerns of others

the vision may not be fit for purpose.

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A strong vision can make a valuable contribution to the success of a

change initiative


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EAS433 Aviation Change Management SU3/Topic 9/Slide - 5

1 2 D idi h t d t b d Th l d t f th


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1.2 Deciding what needs to be done: The leaders assessment of the

situation

Nobody challenges their vision

Subordinates may fear repercussions

They may be too dependent on and trusting in the

leaders judgement.

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Sometimes leaders fail to make a realistic assessment of the

situation because:

Their diagnosis is unsoundThey may be so committed to a project that they only attend to

information which supports their own position.

A history of past successes can contribute to this condition.

1 3 D idi h t d t b d Th l d tt ti t t k h ld


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1.3 Deciding what needs to be done: The leaders attention to stakeholder

interests

It is also essential that those exercising leadership are sensitive

to the needs and priorities of key stakeholders.

Visions that ignore the legitimate needs and rights of some

stakeholders may never be achieved because disadvantaged

stakeholders act to undermine any attempt to introduce change.

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2. Developing the capacity to do it

Management involves

developing the capacity toaccomplish the

organisations agenda by

organising and staffing.

Leadership focuses on aligning

people, communicating thenew direction and creating

coalitions committed to

getting there.

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2 1 D l i th it t d it Ali i l t


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2.1 Developing the capacity to do it: Aligning people to

achieve the vision

Developing capacity involves communicating in a waythat aligns people to achieve the vision.

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2.2 Developing the capacity to do it: Building coalitions

Sometimes leaders fail to create the capacity to get things done

because they fail to build coalitions committed to achieving the vision

A feature of modern organisations is interdependence, where noone has complete autonomy, and where most members of the

organisation are tied to many others by their work, technology,

management systems and hierarchy.

These interdependencies point to a need for lateral leadership to

create commitment to a shared understanding of what needs tobe done.

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2 3 Developing the capacity to do it: Empowering others


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2.3 Developing the capacity to do it: Empowering others

to act

In those situations where there is a clear (and shared) sense of

direction, committed stakeholders, including subordinates, aremore likely to feel able to take action without encountering

undue conflict with others or being reprimanded by superiors.

But sometimes this shared sense of direction is lacking because

the vision is poorly communicated.

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3. Ensuring that it is done

Management involvesensuring that people

accomplish plans by

controlling and problem

solving.

Leadership is more concernedwith motivating and inspiring.

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3 1 Ensuring that it is done: Kotter identifies four ways in


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3.1 Ensuring that it is done: Kotter identifies four ways in

which leaders can do this

Articulating the vision in ways that are in accord with peoples

values Involving people in deciding how to achieve the vision, thereby

giving them some sense of control.

Supporting others' efforts to realise the vision by providing

coaching, feedback and role modelling.

Recognising and rewarding success.

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Managerial work in times of change is increasingly a


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Managerial work, in times of change, is increasingly a

leadership task

While management and leadership are distinctactivities they are necessary and complementary.

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Wh t l d d


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What leaders do

A lot of attention has been paid to what leaders do (the behavioural view)

and how circumstances affects what they do (situational leadership)

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Some of the things that leaders need to do include

Recognise the need for change

Identify change goals

Communicate a sense of direction

Formulate a change strategy Involve others

Build coalitions

Motivate people

Provide support

Create an organisational context conducive to change

H th d it l d hi t l


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How they do it: leadership style

The assumptions leaders make about others has a

powerful affect on their leadership style.

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M G th X


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McGregors theory X

The average human being has an inherent dislike of workand will avoid it if s/he can

Because of the human characteristic dislike of work, mostpeople must be coerced, controlled, directed andthreatened with punishment to get them to put forthadequate effort towards the achievement of organisationalobjectives.

The average human being prefers to be directed, wishes toavoid responsibility, has relatively little ambition and wantssecurity above all.

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Managers who hold these assumptions adopt

a more directive and controlling leadership style.

Th ff f l d hi l


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The effect of leadership style

A leaders style can have both positive and negativeeffects

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Situational leadership


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Situational leadership

Situational leadership challenges the notion that there

is one leadership style that will be best for every

manager in all circumstances.

The most effective style depends on situational factors

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Charismatic leadership


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Charismatic leadership

The charismatic leaders are those have the ability to

inspire others.

This requires two distinct skills:

Framing

Rhetorical crafting

While the basic message provides the sense of direction, it is the

rhetoric which heightens its motivational appeal and determineswhether it will be sufficiently memorable to influence the day-to-day

decision-making of those involved in the change.

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Distributed leadership


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Distributed leadership

Leadership is not the exclusive preserve of senior managers

Managers, throughout the system, have to accept that they have

a leadership role to play.

The network of leaders need to share a common vision that is

clear, consistent and inspiring.

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The collective nature of leadership


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The collective nature of leadership

Collective leadership is required in those circumstances

where a single individual is unable to formulate and

implement a vision that is acceptable to a sufficient

body of powerful stakeholders.

Two factors determine whether it will be effective:

Coherence Fragility

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Fragility can be defined in terms of

three types of coupling

Strategic coupling


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Strategic coupling

The internal harmony between members of the

leadership constellation.

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Cons: Constellation can become disconnected

when divergent views emerge about what is

important and when these differences lead to

conflicts within the constellation.

Organisational coupling


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Organisational coupling

The relationship between members of the leadership

constellation and their organisational constituencies

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Cons: If members of the leadership

constellation lose touch with their

constituents, the constituents will begin to fee

that their views are not being properlyrepresented by their leader.

Environmental coupling


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Environmental coupling

The degree of coherence between the leadership constellations

vision and aspirations and the demands and constraints

imposed by powerful external stakeholders.

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Cons: Constellations can break down if they

become so detached from their environments

that performance (less to pressure) being todecline.

It can be difficult to maintain harmony at all three levels.


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It can be difficult to maintain harmony at all three levels.

Accommodating different interests is easier when

there is organisational slack

The interpersonal skills of members can affect the

stability of leadership constellations Dennis et al. (2001)

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A checklist for leading change


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A checklist for leading change

Kotter argues that leaders need to:

Establish a sense of urgency.

Form a powerful coalition.

Create a vision.

Communicate the vision.

Empower others to act on the vision.

Plan for short-term wins.

Consolidate improvements and producing still morechange.

Institutionalise new approaches.

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Summary


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Summary

This tutorial has considered:

The role of leadership in terms of

creating a vision,

aligning relationships around the vision

inspiring others to achieve the vision.

Leadership styles

The effect of situational factors

The nature of charismatic leadership Distributed leadership

Collective leadership

The tutorial ended with Kotters eight point checklist of whatleaders can do to promote change

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Book Review


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Leadership in Organizations by Gary Yukl - 2001, Prentice Hall

Gary Yukl is Professor of Management and Leadership at the State University of New York in Albany,

and a board member of the Leadership Quarterly journal. He is a well-known scholar and author on

leadership. Leadership in Organizations was first published in 1981. This fifth edition was publishedin 2002, and the formerly 19 chapters have been consolidated into 15 (which includes a new chapter

on ethical leadership and diversity). This has been done in order to accommodate a 15-week course.

Change

One of the most important and difficult leadership responsibilities is leading change. Chapter 10 discusses the change processes, and places an emphasis on cultural change. The creation

and establishment of a clear and compelling vision is useful to guide the organisation through

change, and the pre-requisite set of guidelines is included for formulating a vision.

Guidelines are also proffered for implementing change for political or organisational or people-

oriented actions.

Throughout the change process, the role of the leader is key.

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SU3 Topic 9 - Leading Change