PPT: 3. Leadership and Managing Change (Week 10)
Differences between management and leadership
The role of managers and leaders in change
Impact of leadership on change outcomes
3. Critically analyse the influence a leader can have on the outcome of proposed organisational change with reference to the differences between leadership and management. A. The difference between the leadership and management:
1. Management is concerned with maintaining the current organisation (doing things right)-contractual exchanges and compliance. 2. Leadership is concerned with change (doing the right things) – inspirational exchanges and empowerment ( Bennis and Manus, 1985; Covey, 1996; Hayes,2010) 3. Managers and leaders attend to similar functions - but do so in very different ways. 4. However, managerial work in times of change is increasingly a leadership task (Hayes, 2010) 5. Deciding what needs to be done:
Managers: Set goals, establish detailed steps;
Identify and allocate resources in order to achieve these objectives. Leaders: Create vision, set a vision
Develop the necessary strategies to get there 6. Developing the talent (才能)to do it:
Managers: Focus on aligning(调整)resources-organising and staffing Leaders: Focus on aligning people, communicate the new direction and creating coalition to get there. 7. Ensuring that is done:
Managers: Ensuring people accomplish plans through control and problem-solving. Leaders: Ensuring people accomplish change plans through motivation and inspiration. 8. In short, although organisations tend to be over-managed and under-led, there is need for a combination of strong leadership and competent management as a premise (前提)for significant, successful and sustainable change (Kotter, 1990).
Ways to effectively lead change:
Kotter’s checklist(1995) for leading change: (eight- step checklist ) 1. establishing a sense of urgency- unfreezing, alerting members to the need for change •Examine the realities and unfreezing, alerting members to the need for change •Start honest discussions, identifying and discussing crises, potential crises, or major opportunities. Effect:
Good: For change to happen, Developing a sense of urgency around the need for change may help you spark the initial motivation to get things moving.it is the basic step to lead the change. Bad:
2. forming a powerful coalition- addressing the politics of change. To lead change, you need to bring together a coalition, or team, of influential people whose power comes from a variety of sources, including job title, status, expertise, and political importance. Once formed, your "change coalition" needs to work as a team, continuing to build urgency and momentum around the need for change. Putting together a group with enough power to lead the change Getting the group to work together like a team
What you can do:
* Identify the true leaders in your organization.
* Ask for an emotional commitment from these key people. * Work on team building within your change coalition.
* Check your team for weak areas, and ensure that you have a good mix of people from different departments and different levels within your company.
3. creating a vision- developing a shared and smart vision that is imaginable , desirable ,feasible, focused, flexible and communicable. A clear vision can help everyone understand why you're asking them to do something. When people see for themselves what you're trying to achieve, then the directives they're given tend to make more sense. Clarify how the future will be different from the past, and how you will make the future reality; Creating a vision to help direct the change effort;
Getting the vision and strategy right;
Developing strategies to achieve the vision
4. communication the vision- avoiding distortion of change message and indication commitment to change projects. Once a vision and strategy have been...
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