Foundations: Change Focus

Neo-Charismatic Leadership

(Yukl, 2010), there was a renaissance of charismatic leadership in the 1980s; neo-charismatic leadership is essentially charismatic leadership lived out daily. Where charismatic is often used in a crisis situation, neo is being visionary, energetic, innovative, unconventional, empowering, exemplary, and inspiring followers as a leadership style at all times.

Stages of Reaction to Change (Kubler-Ross, 19xx)

(a) Denial—The necessity of change is denied (b) Anger—Resistance and assignment of blame (c) Bargaining (d) Depression/ Mourning—Ceasing of denial, grief for loss (e) Acceptance/ Adaptation—Acceptance, moving on.

Change Theory: 8 Stages of Change - Criticisms

*Criticisms*: . No research that supports findings; authors vast experience. 2. Change process is not sequential. 3. Logic of mapping common errors with change processes is not always strong. 4. No practical advice on how to implement a culture of change within the organization. 5. Burns argues step 8 (change culture) should come first.

Full-Range Leadership Model - Key Idea (Bass, 1985; Bass & Avolio, 1995.)

*Introduction*: Several theories of transformational or inspirational leadership have been proposed, but the version of the theory formulated by Bass (1985, 1996) has influenced leadership research more than any of the others. *Key idea*. Bass (1985), transformational and transactional leadership are distinct but not mutually exclusive processes.

Change Theory: 8 Stages of Change (Kotter, 1996) - Key Idea

*Key Idea*: For organizations to be successful in a significantly changing environment they need to identify where and how top performers derail during the change process, and they need to follow an 8-step process to manage significant change to achieve transformational results.

Change Theory: Change Leadership Approach (Fullan, 2001) - Key Idea

*Key Idea*: Leading Change "is not mobilizing others to solve problems we already know, but helping them to confront problems that have not yet been addressed successfully"

Burns (1978) Types of Leaderships

*Transactional*: those who merely fulfill the basic needs of their followers , and *Transformational*: those who not only meet the basic needs, but also seek to satisfy the higher, moral needs of the followers (transformational leaders) (Burns, 1978, p. 4).

Burns (1978) Types of Leaderships Results

- Transformational leadership produces true social change that lifts both the leader and his/her followers above the normal fray and into more authentic levels of morality and purpose (p. 20). - Both types of leaders may affect positive results that meet the collective purpose of followers (p. 426). - However, while the end result of transactional leaders is merely to help followers achieve their basic goals and needs (e.g. food, clothing, better living conditions, and safety), - the end result of transformational leaders is to not only meet those needs, but also develop followers' concepts of liberty, justice, equality, and moral awareness (p. 426). - Thus, the role of transformational leaders, as Burns relates, is to move followers from merely recognizing their basic needs to understanding their society's needs for moral development (p. 428).

Burns (1978) Pseudo-Transformational Leaders

- Transforming, but in a negative way (exploitive) - Focuses on the leader's own interests rather than the interests of their followers (e.g. Hitler, Saddam Hussein).

The Leadership Challenge: 5 fundamental practices List (Kouzes & Posner, 1987, 2002)

1. *Model the way*. FIND your voice and SET the example by aligning actions with shared values. 2. Inspire a shared vision*. ENVISION the future and ENLIST others in a common vision. 3. *Challenge the process*. SEARCH for opportunities and EXPERIMENT and take risks. 4. *Enable others to act*. FOSTER collaboration and STRENGTHEN others. 5. *Encourage the heart*. RECOGNIZE contributions and CELEBRATE the values and victories.

The Leadership Challenge: 5 fundamental practices (Kouzes & Posner, 1987, 2002)

1. *Model the way*. FIND your voice by clarifying your personal values. SET the example by aligning actions with shared values. 2. Inspire a shared vision*. ENVISION the future by imagining exciting and ennobling possibilities. ENVISION the future by imagining exciting and ennobling possibilities. 3. *Challenge the process*. SEARCH for opportunities by seeking innovative ways to change, grow, and improve. EXPERIMENT and take risks by constantly generating small wins and learning from mistakes. 4. *Enable others to act*. FOSTER collaboration by promoting cooperative goals and building trust. STRENGTHEN others by sharing power and discretion. 5. *Encourage the heart*. RECOGNIZE contributions by showing appreciation for individual excellence. CELEBRATE the values and victories by creating a spirit of community.

The Leadership Challenge: 5 fundamental practices - Explanation

1. *Model the way*. Modeling means going first, living the behaviors you want others to adopt. This is leading from the front. People will believe not what they hear leaders say but what they see leader consistently do. 2. Inspire a shared vision*. People are motivated most not by fear or reward, but by ideas that capture their imagination. Note that this is not so much about having a vision, but communicating it so effectively that others take it as their own. 3. *Challenge the process*. Leaders thrive on and learn from adversity and difficult situations. They are early adopters of innovation. 4. *Enable others to act*. Encouragement and exhortation is not enough. People must feel able to act and then must have the ability to put their ideas into action. 5. *Encourage the heart*. People act best of all when they are passionate about what they are doing. Leaders unleash the enthusiasm of their followers this with stories and passions of their own.

Full-Range Leadership Model - Strengths

1. Broadly researched. TL has been widely researched, including a large body of qualitative research centering on prominent leaders and CEOs in major firms. 2. Intuitive appeal. People are attracted to TL because it makes sense to them. 3. Process-focused. TL treats leadership as a process occurring between followers and leaders. 4. Expansive leadership view. TL provides a broader view of leadership that augments other leadership models. 5. Emphasizes follower. TL emphasizes followers' needs, values, and morals. 6. Effectiveness. Evidence supports that TL is an effective form of leadership.

Change Theory: Force-Field Model - Contribution

1. Change can be directed, managed and controlled (learning is a choice behavior). 2. There is an explicit recognition to the fact that change will be resisted. 3. This resistance can be overcome thru management and good leadership. 4. The sequence of events maters. 5. Change attitude behavior will follow.

Four Leader Strategies in Transforming Organizations (Bennis & Nanus, 1985)

1. Clear vision of organization's future state 2. Transformational Leader's social architect of organization. This means they create a shape or form for the shared meanings people maintain within their organizations. These leaders mobilize people to accept a new group identity 3. Create trust by making their position known and standing by it 4. Creatively deploy themselves through positive self-regard; knew their strengths and weakness and emphasized their strengths.

Change Theory: Change Leadership Approach - Explanation 1-4

1. Context (not part of original model). Especially when dealing with multiple cultures, it is critical to understand how people view their unique situations and the business environment in general. 2. Moral purpose. Acting with the intention of making a positive difference in the lives of others 3. Understand change. Although change is unpredictable, you can set up conditions that help to guide the process. 4. Build relationships. If relationships improve, it is more likely that desirable results will be achieved.

Kotter 8-step Summary

1. Create Urgency - threats / scenarios / opportunities (need 75% buy in) 2. Form a Powerful Coalition - Need key and visible support 3. Create a Vision for Change - clear / compelling / vision speech / others can explain 4. Communicate the Vision - talk often / address concerns openly / tie everything to vision 5. Remove obstacles - hire leaders who will bring change / reward those bringing change / review all systems 6. Create Short-term Wins - Look for sure-fire projects first / choose inexpensive early targets / aim for success with early targets 7. Build on Change - analyze every win / set goals to keep momentum / keep ideas fresh / bring in new change agents 8. Anchor the Changes in Corporate Culture - should become part of core values / discuss success stories / recognize others / leadership

Kotter (1990) 8-step Change Model List

1. Create Urgency; 2. Form a Powerful Coalition ; 3. Create a Vision for Change; 4. Communicate the Vision; 5. Remove obstacles; 6. Create Short-term Wins; 7. Build on Change; 8. Anchor the Changes in Corporate Culture

Change Theory: Force-Field Model - Criticisms

1. During the Refreezing phase, many employees are worried that another change is coming, so they are in a change shock. This change shock causes employees to not be as efficient or effective regarding their jobs. 2. There is some criticism regarding the Refreeze phase. Organizational change is continuous and change may occur within several weeks. There is thus no time to settle down into comfortable routines.

Change Theory: 8 Stages of Change - Strengths

1. Easy to understand and implement. 2. Clearly delineates between management and leadership; change needs to be leader driven. 3. Focus on the change component of leadership (vs. task and interpersonal). 4. Suggests change is a process, not an event, which takes time.

Change Theory: 8 Stages of Change - Explanation 1/2

1. Establish a Sense of Urgency • Help others see the need for change and the importance of acting immediately • Identify and discuss crises, potential crises or major opportunities 2. Create the Guiding Coalition • Make sure there is a powerful group guiding the change, one with leadership skills, bias for action, credibility, communication skills and authority and analytical skills • Assemble a group powerful enough to lead & influence the change • Show people what is needed through modeling behaviors • Getting the group to work together like a team • Act in a way that hits the emotions • When a "moment of truth" event occurs. grab it and tum it into a story to tell

Reasons People Resist Change (Citation ????)

1. Lack of trust; 2. Belief that change not necessary; 3. Belief that change is not feasible; 4. Economic threats; 5. Relative high cost; 6. Fear of personal failure; 7. Loss of status and power; 8. Threat to values ; 9. Resentment of interference.

Full-Range Leadership Model - Criticisms

1. Lacks conceptual clarity: Dimensions are not clearly delimited; Parameters of TL overlap with similar conceptualizations of leadership 2. Measurement questioned: validity of MLQ not fully established; some transformational factors are not unique solely to the transformational model 3. TL treats leadership more as a personality trait or predisposition than a behavior that can be taught 4. TL is elitist and antidemocratic 5. Suffers from heroic leadership bias 6. TL is based primarily on qualitative data (vii) Has the potential to be abused.

Change Theory: Force-Field Model - Strengths

1. Simple and easily understood model for change. 2. Has a fewer steps that have to be followed. 3. Performed through steps and thus can be considered as an efficient model that is used within the field of change management.

Change Theory: Force-Field Model (Lewin,1951)

1. Unfreezing old learning requires people who want to learn new ways to think and act. 2. Moving to new learning requires training, demonstration, and empowerment. 3. Refreezing the learned behavior occurs through applying reinforcement and feedback.

Change Theory: 8 Stages of Change - Explanation 3/4

3. Develop a Vision and strategy • Clarify how the future will be different from the past, and how you will make the future a reality • Creating a vision to help direct the change effort • Getting the vision and strategy right • Developing strategies to achieve the vision 4. Communicate the change vision • Make sure as many others as possible understand and accept the vision and the strategy • Using every vehicle possible to constantly communicate the new vision and strategies • Have the guiding coalition role model the behavior expected of staff.

Change Theory: Change Leadership Approach - Explanation 5-8

5. Create & share knowledge. Innovation and continuous improvement are facilitated when organizations strengthen their capacity to access and leverage hidden knowledge. 6. Make coherence. Balancing ambiguity and creativity with focus and progress. 7. Energy, enthusiasm and hope. Provided to instill confidence in the tasks at hand. 8. Commitment. Staying the course and ensuring the right resources are in place. 9. Results. Client satisfaction, economic viability, employee pride and a sense of value to society are achieved.

Change Theory: 8 Stages of Change - Explanation 5/6

5. Empower Broad Based Action • Enable others to act on the vision by getting rid of obstacles, encourage risk taking • Altering systems or structures that undermine the change vision 6. Generate Short-Term Wins • Plan for and generate short term wins I improvements in performance • Creating those wins • Recognize and reward those people who make wins possible

Change Theory: 8 Stages of Change - Explanation 7/8

7. Consolidate Gains and Producing More Change • Press harder and faster after the first success • Not letting up, consolidating improvements and sustain the momentum for change • Use increasing credibility to change all systems, structures and policies that don't fit together and don't fit the transformation effort • Reinvigorate the process with new projects, themes and change agents 8. Anchor New Approaches in the Culture • Hold on to the new ways of behaving, and make sure they succeed until they become a part of the very culture of the group • Articulate the connections between new behaviors and organizational success.

Full-Range Leadership Model - Summary

A. With transformational leadership, followers feel trust, admiration, loyalty, and respect towards the leader, and they are motivated to do more than they originally expected to do. The leader transforms and motivates followers by 1) making them more aware of the importance of task outcomes, 2) inducing them to transcend their own self-interest for the sake of the organization or team, and 3) activating their higher order needs. B. In contrast, transactional leadership involves an exchange process that may result in follower compliance with leader request but is not likely to generate enthusiasm and commitment to task objectives. C. Bass notes that effective leaders use a combination of both types of leadership.

Full-Range Leadership Model - Transactional Leadership: Contingent Rewards

Contingent Rewards involves "leaders [who] engage in a constructive path-goal transaction of reward for performance. They clarify expectations, exchange promises and resources, arrange mutually satisfactory agreements, negotiate for resources, exchange assistance for effort, and provide commendations for successful follower performance" (Bass and Avolio, 1995, p. 3).

Full-Range Leadership Model - Explanation: Transactional Leadership

Grounded in exchange theory, this leadership theory posits that leaders use Contingent Rewards, Management-by-Exception (Active/Passive), or laissez-faire leadership by exchanging punishment and rewards for follower compliance and effort in order to achieve organizational performance (Bass, 1985). 1. Contingent Rewards 2. Management-by-Exception (Active) 3. Management-by-Exception (Passive)

Full-Range Leadership Model - Transformational Leadership: Idealized Influence

Idealized influence: idealized influence describes leaders who act as strong role models followers; followers identify with these leaders and want very much to emulate them.

Full-Range Leadership Model - Transformational Leadership: Individualized Consideration

Individualized consideration: leaders who provide a supportive climate in which they listen carefully to the individual needs of followers. Leaders may use delegation to help followers grow through personal challenges.

Full-Range Leadership Model - Transformational Leadership: Inspirational Motivation.

Inspirational motivation: this factor is descriptive of leaders who communicate high expectations to followers, inspiring them through motivation to become committed to and a part of the shared vision in the organization.

Full-Range Leadership Model - Transformational Leadership: Intellectual Stimulation

Intellectual stimulation: it includes leaders who stimulate followers to be creative and innovative and to challenge their own beliefs and values.

Full-Range Leadership Model - Transactional Leadership: Active Management-by-Exception

Management-by-Exception (Active) involves "leaders [who] monitor followers' performance and take corrective action if deviations from standards occur. They enforce rules to avoid mistakes" (Bass and Avolio, 1995, p. 3).

Full-Range Leadership Model - Transactional Leadership: Passive Managment-by-Exception.

Management-by-Exception (Passive) involves "leaders [who] fail to intervene until problems become serious. They wait to take action until mistakes are brought to their attention" (Bass and Avolio, 1995, p. 3).

^Negative (dark-side) charismatics.

^1. Being in awe of the leader reduced good suggestions by followers. 2. Desire for leader acceptance inhibits criticism by followers. 3. Adoration by followers creates delusions of leader infallibility. 4. Excessive confidence and optimism blind the leader to real dangers. 5. Denial of problems and failures reduces organizational learning. 6. Risk, grandiose projects are more likely to fail. 7. Taking complete credit for successes alienates some key followers. 8. Impulsive, nontraditional behavior creates enemies as well as believers. 9. Dependence on the leader inhibits development of competent successors. 10. Failure to develop successors creates an eventual leadership crisis.^

^Positive charismatics (Citation???)

^1. Creates an "achievement-oriented" culture, a "High-performing system" or a "hands-on, value-driven" organization. 2. Organization has a clear mission that embodies social values beyond mere profit growth; members are empowered to make decisions; communication is open and information is shared; structures and systems support the mission.

^Positive charismatics Results

^3. Over time, a single-minded achievement culture creates excessive stress and causes psychological disorders for members who cannot tolerate this stress. 4. Works well during a crisis, when people suspend their aversion to change.

^Definition: Charisma (Weber, 1947)

^A special personality characteristic that gives a person superhuman or exceptional powers and is reserved for a few, is of divine origin, and results in the person being treated as a leader.

^Attribution Theory (Conger & Kanunguso, 19xx)

^Emphasized personal identification while House (1977) placed more value on social identification

Full-Range Leadership Model - Explanation: Transformational Leadership (4Is)

motivates followers beyond the expected by: raising consciousness about the value and importance of specific and idealized goals, transcending self-interest for the good of the team or organization, and addressing higher-level needs 1. Idealized influence. 2.Inspirational motivation 3. Intellectual stimulation 4. Individualized consideration