1. Change Leadership Dr. Michelle Prytula
Bangladesh – Saskatchewan Business and Leadership Development
August 9, 2018
University of Saskatchewan

2. purpose
This session will have students exploring theories and concepts of change leadership through the examination of the concept of organizational change, supporting models, and leadership approaches and styles to design and manage change processes within organizations.
Explore three bodies of literature and their intersections
Discuss models of change leadership
Explore one model in depth
Understand where your organization is situated
Understand your strengths and areas of growth as a leader

3. The Double Hermeneutic
The social sciences cannot be separated from the social world, because one affects the other.
A hermeneutic is a method of interpretation.
Allows for the transmission of ideas, practices, and understandings.
Theory
The Double Hermeneutic
You could try to say that org theory affects org behavior, but org behavior is constantly shaping org theory, so are they really separate?
The social sciences are aspects of the social world in that they are affected by it, but are also causal forces of it.
There is a reciprocal relationship.
Activ: Come up with an example of a double hermeneutic
Behavior
Giddens, A. (1987). Social Theory and Modern Sociology. Cambridge: Polity Press.

4. intersecting bodies of literature
Organizational theory
Leadership theory
Change leadership theory

5. Short task Draw the double hermeneutic diagram for yourself.
Draw a large Venn diagram with organizational theory, leadership theory, and change leadership theory.

6. Organizational theory
The study of organizational designs and organizational structures, the relationship of organizations with their external environment, and the behavior of managers and technocrats within organizations. It may suggest ways in which an organization can cope with rapid change.

7. Organizational Theory
Classical ( )
Human Relations ( )
Social Systems ( )
Contingency ( )
Change ( )
Transformational and Enlightened (1995-present)

8. Transformational
Change
Contingency
Social Systems
Human Relations
Classical

9. Classical ( )
Hierarchy; chain of command; bureaucracy (Taylor 1911; Gilbreths 1917; Fayol 1929; Weber 1940)
Human Relations ( )
Lead by example; golden rule (Follett 1924; Maslow 1943; McGregor 1960; Roethlisberger 1930)

10. Social systems & Contingency
Understanding the organization by looking at the interactions between the person and the environment (Lewin and leadership styles 1943; Getzels and Guba 1957)
Contingency ( )
Leadership must adapt to the people (Blake & Mouton 1964; Reddin 1983 situational leadership)

11. “Some managers have learned that to be effective they must sometimes create an atmosphere which will induce self-motivation among their subordinates and sometimes act in ways that appear either hard or soft. At other times, they must quietly efface themselves for a while and appear to do nothing. It would seem more accurate to say, then, that any basic style (of management) may be used more or less effectively, depending upon the situation.” - Blake Reddin, 1983

12. Change ( )
Question the status quo; management vs leadership (Hoy & Miskel 2001; Senge 1990)
Transformational and Enlightened (1995-present)
Empower others; rooted in vision (Bass, 1985; Hargreaves 2003; Hallinger 2006)

13. Eras of organizational Theory
Classic ( )
Human Relations ( )
Social Systems ( )
Contingency ( )
Change ( )
Enlightened (1955-present)
Gilbreths; Weber; Merton
Follett; Maslow
Lewin’s ldshp styles
Reddin’s situational leadership
Senge
Hargreaves, hallinger, leithwood

14. Organizational theory: Discussion
Leadership theory
Change leadership theory
What have you noticed about its evolution?
Which theories are necessary?
Which theories can be dismissed?
Which resonate with you?

15. Leadership Theory
Leadership can be defined as a process by which one individual influences others toward the attainment of group or organizational goals.
bizfluent.com

16. 10 leadership theories in 5 minutes

17. Leadership theory
The processes by which an individual exerts influence over other people and inspires, motivates, and directs their activities to help achieve group or organizational goals.
(Jones and George)

18. leadership theory The great man theory Trait theory Skills theory
Style theory
Situational leadership
Contingency theory
Transactional leadership
Transformational leadership
Leader-member exchange theory
Servant leadership

19. Leadership theory: Discussion
Organizational theory
Leadership theory
Change leadership theory
What have you noticed about its evolution?
Which theories are necessary?
Which theories can be dismissed?
Which resonate with you?

20. Change leadership theory
Change leadership is the ability to influence and enthuse others through personal advocacy, vision and drive, and to access resources to build a solid platform for change (Higgs and Rowland, 2000).

21. change Management versus change leadership
Change management consists of a set of processes and rules to execute change in a specific area.
Change leadership encompasses multiple change management initiatives, which together, are targeted to meet a broad, overarching, and compelling vision for the organization while also incorporating mechanisms for the sustainability of the change.

22. About Change
Change encompasses physical, structural, and emotional processes.
The first are more easily done than the last.
People are hardwired to resist adopting change.
As such, change is very hard to do,
— but it has never been more important.

23. Prominent change leadership theories
Kurt Lewin (1950)
McKinsley 7S (1980)
Kotter’s 8 step model (1996)
AKDAR model (1998)

24. Kotter’s 8 step model (1996)

25. Exercise: Match concepts
Link organizational theory concepts to stages in Kotter
Link leadership theory concepts to stages in Kotter
Consider the double hermeneutic throughout all 8 stages

26. Kotter’s Change leadership
Establish a sense of urgency
Form a powerful guiding Coalition
Create a
vision
Communicate
the vision
Empower others to act on the vision
Create short-term wins
Consolidate improvements and produce more change
Institutionalize new approaches
Kotter’s Change leadership

27. 1. Establish a sense of urgency
Operational mode versus delivery mode
33% commitment (Gallup 2016)
Real urgency is rare
Without urgency, mediocrity prevails
Establish a sense of urgency
Form a powerful guiding Coalition
Create a
vision
Communicate
the vision
Empower others to act on the vision
Create short-term wins
Consolidate improvements and produce more change
Institutionalize new approaches

28. Strategies
Bring the outside in Behave with urgency daily walk the talk use body language Be outcome focused Find opportunity in crises Deal with the naysayers

29. 2. Form a powerful Guiding coalition
Who’s on your team?
Diversity
Establish a sense of urgency
Form a powerful guiding Coalition
Create a
vision
Communicate
the vision
Empower others to act on the vision
Create short-term wins
Consolidate improvements and produce more change
Institutionalize new approaches
Naysayers
Distractors
Selfish
Creative / innovative thinkers

30. 3. Create a strategic vision
If you don’t know where you want to go, any road will take you there.
Establish a sense of urgency
Form a powerful guiding Coalition
Create a
vision
Communicate
the vision
Empower others to act on the vision
Create short-term wins
Consolidate improvements and produce more change
Institutionalize new approaches

31. Create a strategic vision
Don’t leave it up to others Don’t do it alone Know it well Let it dictate you

32. Strategic vision includes:
Significant purpose with clear values
Strategies to move forward
Commitments
Current reality
Communication
Strategic vision includes:

33. 4. Communicate the vision
Own actions/consistency Messages/visuals Metrics Principles and policies
Establish a sense of urgency
Form a powerful guiding Coalition
Create a
vision
Communicate
the vision
Empower others to act on the vision
Create short-term wins
Consolidate improvements and produce more change
Institutionalize new approaches

34. From Strategic vision
our students graduates are the most sought for positions locally, nationally and internationally
faculty engage fully in all elements of their work
the field highly values the work of the College
academic freedom, responsibility, professionalism and respect co-exist here
the university community, country, and world see the College as excellent
moral, ethical, innovative, and financial responsibility are present in everything we do

35. To principles student experience and success are central to our work
all elements of ATD are critical
responsiveness to the field and the profession is essential
academic freedom, balanced with responsibility, professionalism and respect are necessary for college growth and success
positive perceptions from the university community and the field are required for us to thrive
a balance between moral and ethical, innovative, and financial responsibility are necessary in everything we do

36. 5. Empower others to act on the vision
Address obstacles Change systems and structures Encourage and support innovative ideas
Establish a sense of urgency
Form a powerful guiding Coalition
Create a
vision
Communicate
the vision
Empower others to act on the vision
Create short-term wins
Consolidate improvements and produce more change
Institutionalize new approaches

37. culture We know that culture exists? Is it good? Is it bad?
How do we access it?

38. Organizational Culture
Culture is “a pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.” (Schein, 1993, p. 82)

39. Organizational Culture
(Conner, 1993)

40. Organizational Culture
“Unless leaders act to change the culture of a school, all ‘innovations’ will have to fit in and around existing elements of the culture. That is, they will be superficial window dressing, incapable of making much of a difference”
(Barth, 2000, p. 160)

41. Influencing culture Cultures are resistant to change
Develop courage and prioritize
See problems as they are
Discuss the non-discussables
Be proactive internally and externally
Be persistent

42. What can you do at each stage?

43. 6. Generate short term wins
Choose early goal Ensure that it is visible Ensure that it applies to many Celebrate it
Establish a sense of urgency
Form a powerful guiding Coalition
Create a
vision
Communicate
the vision
Empower others to act on the vision
Create short-term wins
Consolidate improvements and produce more change
Institutionalize new approaches

44. Generate short term wins
Choose early goal Ensure that it is visible Ensure that it applies to many Celebrate it
Results in:
momentum,
and commitment.
engagement,

45. 7. Consolidate improvement
To prevent the organization from going back to the old ways of things, you must have continuing progress with the change effort.
Establish a sense of urgency
Form a powerful guiding Coalition
Create a
vision
Communicate
the vision
Empower others to act on the vision
Create short-term wins
Consolidate improvements and produce more change
Institutionalize new approaches

46. Consolidate improvement
Strategies:
Communicate wins
Use your coalition
Maintain expectations
Use small gains to make big ones

47. Be aware of the stages of change

48. 8. Institutionalize new approaches
Begin early Ensure that it is visible Formalize it Ensure that it applies to a critical mass Celebrate it
Establish a sense of urgency
Form a powerful guiding Coalition
Create a
vision
Communicate
the vision
Empower others to act on the vision
Create short-term wins
Consolidate improvements and produce more change
Institutionalize new approaches

49. Institutionalize the new approaches
Sustain the deliberate efforts to help people see the improved performance.
Know that left on their own, people won’t see what you see.
Understand that informal culture is more powerful than strategy.
Continue to work on top management.
Start to eliminate resistance. One resistant person in the upper levels can undermine years of hard work.
It’s not enough to be neutral; ALL leaders need to be change champions.

50. Kotter’s Change leadership
Establish a sense of urgency
Form a powerful guiding Coalition
Create a
vision
Communicate
the vision
Empower others to act on the vision
Create short-term wins
Consolidate improvements and produce more change
Institutionalize new approaches
Kotter’s Change leadership

51. Change Leadership: Discussion
What have you noticed about the stages?
How does this model intersect with:
organizational theory?
leadership theory?
Where are you strong?
Where are your challenges?
Organizational theory
Leadership theory
Change leadership theory

52. Review: purpose
This session will have students exploring theories and concepts of change leadership through the examination of the concept of organizational change, supporting models, and leadership approaches and styles to design and manage change processes within organizations.
Explore three bodies of literature and their intersections
Discuss models of change leadership
Explore one model in depth
Understand where your organization is situated
Understand your strengths and areas of growth as a leader