CAMBODIAN MEKONG UNIVERSITY Is the University that Care for the Value of Education

1. Leadership and Change LECTURER: MR. NORNG SOKHA CAMBODIAN MEKONG UNIVERSITY Is the University that Care for the Value of Education ACADAMIC YEAR: 2011-2012

2. GROUP MEMBERS

3. Tableof Content • Introduction • Leadership and Management • The Rational Approach to Organizational Change • The Emotional Approach to Organizational Change • What are the Common Characteristics of Charismatic and Transformational Leadership? • Bass’s Theory of Transformational and Transactional Leadership • Summary

4. I. Introduction There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain of success, than to take the lead in the introduction of a new order of things.

5. II. Leadership and Management Earlier in this text we described leadership as “the process of influencing an organized group toward accomplishing its goals. “ We also differentiated leadership from management, with leadership being more concerned with doing the right thing and management more concerned with doing things right.

6. Leadership and Management (Cont.) Leadership=ChangManagement=Control Vision Plan Inspire Reward Empower Direct Coach Train Revenues Expenses Forecasts Budgets Possibilities Systems and procedures Opportunity Schedule Synergy Coordinate

7. III. The Rational Approach to Organization Chang -Environmental Scans -Vision -Goals -Change plan -Systems vs. Siloed thinking -Leadership and management capabilities Leader Situation - -Crisis -Consumer preferences -Market conditions -Societal shifts -Political and legal challenges -Competitive threats -Organizational Structure -Organizational systems -Organization culture Follower -Dissatisfaction -Resistance -SARA model -Loss of: Power, Competence, Identity, Rewards, Relationships -Technical/Functional capabilities

8. IV. The Emotional Approach to Organizational Change • Al though the rational approach provides a straightforward model for organizational change, it seems like many of the large-scale political, societal, or organizational changes were not this formulaic. • Prior to the mid-1970s charismatic leadership was studied primarily by historians, political scientists, and sociologists.

9. IV. The Emotional Approach to Organizational Change(Cont.) • In the traditional authority system, the traditions or unwritten laws of the society dictate who has authority and how this authority can be used. • In the legal-rational authority system a person possesses authority not because of tradition or birthright, but because of the laws that govern the position occupied.

10. IV. The Emotional Approach to Organizational Change(Cont.) • Transactional leadership occurred when leaders and followers were in some type of exchange relationship in order to get needs met. • The second form of leadership is transformational leadership, which serves to change the status quo by appealing to followers’ values and their sense of higher purpose.

11. V. The common Characteristics of Charismatic and transformational Leadership. Leader -Vision -Rhetorical skills -Image and trust building -Personalized leadership Follower -Identification with the leader and the vision -Heightened emotional levels -Willing subordination to the leader -Feelings of empowerment Situational -Crisis -Task interdependence

12. VI. Bass’s Theory of Transformational and Transactional Leadership • Much of what we know about the leader, follower, and situational characteristics associated with charismatic or transformational leaders comes from research on Bass's Theory of Transformational and Transactional Leadership. • Transformational • Transactional

13. VII. Summary This Chapter began by revisiting the topic of leadership and management. Management skills are important to ensure compliance with existing systems, processes, and procedures; they are used to help preserve the status quo, improve consistency and efficiency, and maintain control.

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