16-1 Copyright © 2005 Prentice-Hall Chapter 16 Leading Change Management: A Skills Approach, 2/e by...

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Copyright © 2005 Prentice-Hall

Chapter 16Chapter 16Leading ChangeLeading Change

Management: A Skills Approach, 2/eManagement: A Skills Approach, 2/eby Phillip L. Hunsakerby Phillip L. Hunsaker


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Learning ObjectivesLearning Objectives• Be Able to Differentiate Between

Management and Leadership Situations• Know How and When to Act as a

Transactional or Transformational Leader• Adapt Leadership Style to Follower Needs• Facilitate Followers in Finding Paths to Goals• Use Charisma to Influence Others • Act as a Servant Leader

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LeadersLeaders

Leaders create, grow, and transform organizations.

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What Do Leaders Do?What Do Leaders Do?

• Lead change processes and redirect peoples’ energies towards transformation of products, technologies, and organizational practices to produce growth.

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ManagersManagers

• Preserve order• Accomplish goals• Achieve productivity

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What is Leadership?What is Leadership?

• The process of providing direction, energizing others, and obtaining their voluntary commitment to the leader’s vision

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What Distinguishes Leadership from What Distinguishes Leadership from Management?Management?

• Managers have authority to be in charge.

• Leaders influence others to follow.

• Managers do things right, leaders do the right things.

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AuthorityAuthority –

right to make decisions and

commit resources based on one’s

position within the organization

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Transactional Transactional leadersleaders focus on:

• Keeping an organization running smoothly and efficiently

• Commitment to “follow the rules”

• Transformational Transformational leadersleaders tend to be more visionary and concerned about charting a mission and direction

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Leader TraitsLeader Traits• Credibility

• Drive

• Leadership Motivation

• Honesty and Integrity

• Self-confidence

• Cognitive Ability

• Knowledge of the Business

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Leader BehaviorsLeader Behaviors

• Task-Oriented Behavior• Initiating Structure

• Employee-Oriented Behavior• Showing Consideration

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Four Leader Decision StylesFour Leader Decision Styles

• Autocratic• Democratic• Laissez-faire• Participative

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Human Relations

Democratic

Laissez-faire

Autocratic

Low High

Low

High

Initiating Structure

ShowingConsideration

Leader BehaviorsLeader Behaviors

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The SituationalThe SituationalLeadership ModelLeadership Model

• Task Behaviors

• Relationship Behaviors

• Depending upon follower maturity

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Path-Goal TheoryPath-Goal Theory

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Leader Styles in Path-Goal Leader Styles in Path-Goal TheoryTheory

• Directive

• Achievement-oriented

• Participative

• Supportive

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Charismatic LeadershipCharismatic Leadership

• Charismatic leaders have the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice.

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Charismatic LeadershipCharismatic Leadership

• Ethical Leaders• JFK• Martin Luther

King

• Unethical Leaders• Hitler• Jonestown

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Five Practices of Five Practices of CharismaticCharismatic Leaders:Leaders:

1) Challenging the process

2) Inspiring a shared vision

3) Enabling others to act

4) Modeling the way

5) Encouraging the heart

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Servant LeadershipServant Leadership

• Servant leaders transcend self-interest to serve the needs of others, help others grow, and develop and provide opportunity for others to gain materially and emotionally.

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Servant LeadersServant Leaders

1) Put service before self-interest

2) Listen first to affirm others

3) Inspire trust by being trustworthy

4) Nourish others and help them develop

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