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

16-2 Copyright © 2005 Prentice-Hall Learning 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

16-3 Copyright © 2005 Prentice-Hall Leaders Leaders create, grow, and transform organizations.

16-4 Copyright © 2005 Prentice-Hall What Do Leaders Do? Lead change processes and redirect peoples’ energies towards transformation of products, technologies, and organizational practices to produce growth.

16-5 Copyright © 2005 Prentice-Hall Managers Preserve order Accomplish goals Achieve productivity

16-6 Copyright © 2005 Prentice-Hall What is Leadership? The process of providing direction, energizing others, and obtaining their voluntary commitment to the leader’s vision

16-7 Copyright © 2005 Prentice-Hall What Distinguishes Leadership from Management? Managers have authority to be in charge. Leaders influence others to follow. Managers do things right, leaders do the right things.

16-8 Copyright © 2005 Prentice-Hall Authority Authority – right to make decisions and commit resources based on one’s position within the organization

16-9 Copyright © 2005 Prentice-Hall Transactional leaders Transactional leaders focus on: Keeping an organization running smoothly and efficiently Commitment to “follow the rules” Transformational leadersTransformational leaders tend to be more visionary and concerned about charting a mission and direction

16-10 Copyright © 2005 Prentice-Hall Leader Traits Credibility Drive Leadership Motivation Honesty and Integrity Self-confidence Cognitive Ability Knowledge of the Business

16-11 Copyright © 2005 Prentice-Hall Leader Behaviors Task-Oriented Behavior Initiating Structure Employee-Oriented Behavior Showing Consideration

16-12 Copyright © 2005 Prentice-Hall Four Leader Decision Styles Autocratic Democratic Laissez-faire Participative

16-13 Copyright © 2005 Prentice-Hall Human Relations Democratic Laissez- faire Autocratic LowHigh Low High Initiating Structure Showing Consideration Leader Behaviors

16-14 Copyright © 2005 Prentice-Hall The Situational Leadership Model Task Behaviors Relationship Behaviors Depending upon follower maturity

16-15 Copyright © 2005 Prentice-Hall Path-Goal Theory

16-16 Copyright © 2005 Prentice-Hall Leader Styles in Path-Goal Theory Directive Achievement- oriented Participative Supportive

16-17 Copyright © 2005 Prentice-Hall Charismatic Leadership Charismatic leaders have the ability to inspire and motivate people to do more than they would normally do, despite obstacles and personal sacrifice.

16-18 Copyright © 2005 Prentice-Hall Charismatic Leadership Ethical Leaders JFK Martin Luther King Unethical Leaders Hitler Jonestown

16-19 Copyright © 2005 Prentice-Hall Five Practices of Charismatic Leaders: 1)Challenging the process 2)Inspiring a shared vision 3)Enabling others to act 4)Modeling the way 5)Encouraging the heart

16-20 Copyright © 2005 Prentice-Hall Servant 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.

16-21 Copyright © 2005 Prentice-Hall Servant 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