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Transforming Organizations through Change and Leadership Processes

Explore the dynamics of change and leadership in organizations, from planned change models to communication strategies. Dive into the impacts of individual and organizational transformations, and assess the functionality of various leadership models.

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Transforming Organizations through Change and Leadership Processes

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  1. CHANGE & LEADERSHIPPROCESSES IN ORGANIZATIONSChapter 10 Lippert

  2. Overview • Change-to be or cause to be different; to alter behavior, process, technology, direction, or SQ • Innovation-change that creates a new dimension in performance • Organizations must change to survive • Change ranges from life altering/huge to the simple/mundane (organizational to individual) • Leadership-a process whereby an ind. Influences a group of inds. to achieve a common goal Lippert

  3. Overview • Achievement of individuals and org. goals requires a # of comm. processes • This chapter is about the change process, leadership, performance, & the role of communication • Organizational change-planned & unplanned • Individual change-performance control, goal setting, influence, & FB Lippert

  4. Planned Change-A Model of Planned Change (p.182) • Involves a # of different types of change Ind. behavior, org. processes, strategic direction, org. culture • May be accomplished through a variety of methods Tech., structural, managerial, people • Successful org. initiate, respond to, plan, and initiate change (manage) rather than let it run its course Development, planning, implementation Lippert

  5. Planned Change-A Model of Planned Change (p.182) • How would you critique this model of planned change? • Do an analysis of this model • Assess its functionality by looking at the components, how the components interact, and the entire model • Is this model an accurate portrayal of planned change? How? Lippert

  6. Reactions to organizational change • Change is not always smooth • Change will always affect an org. • Change is never straightforward • Culture is complicated • Interdependent components • Management support is essential • Management support/Grass roots support (Ownership tension) • Resistant to change • Uncertainty of change Lippert

  7. Problems ID in Change Process(Table.10-1) Covin&Kilmann, 1990 • Lack of management support • Top managers forcing change • Inconsistent action by key managers • Unrealistic expectations • Lack of meaningful participation • Poor communication • Purpose of program not clear • Responsibility for change not identified Lippert

  8. Communication in change process • Managerial strategies for communicating change (Table 10-2) • Involving employees in change • Employees are faced with numerous concerns about change • Employees use a variety of tactics to deal with change • Change is ambiguous and offers both opportunities and challenges Lippert

  9. Spotlight on Scholarship • Change-Implementers’ Hindsight(p. 185) • 89 org. members involved in implementing planned change; Respondents represented various organizations/careers • Various types of org. change (job descriptions, status, work, perf. evaluation, org. structure problems) • Problems associated w/ change • Neg. attitude, communication, cooperation (lack of cooperation w/ team & b/m managers & staff) • Traditionally-employee resistance, attitude, & conflict • Suggestion-incorporation of lower-level employees in decision making Lippert

  10. Models of Organizational Leadership • Trait theories: there are particular personality qualities that are associated with leaders and will result in effective leadership (born not made) • Intelligence • Self confidence • Determination • Integrity • Sociability • Others? Lippert

  11. Models of Organizational Leadership • Styles Theories: Traits translate into preferred behaviors in a leader. • Behavioral styles make leaders more or less effective leaders • Form of activity • Task behaviors-facilitate goal accomplishment & achievement of objectives (task, maintenance) • Relationships behaviors-help followers feel comfortable w/ job, selves, and others (social) Lippert

  12. Models of Organizational Leadership • Situational Theories: Different situations demand different kinds of leadership. • Effective leaders adapt style the demands of different situations • Focus is on leadership in situations • LMX Theory-role development • Contingency Theory-(leader-match) • Tries to match leaders to appropriate situations • Effective leadership depends on understanding situations in which leaders lead Lippert

  13. Models of Organizational Leadership • Transactional leaders: exchange of information between leaders and followers. • In contrast to… • Transformational leaders create a relationship between themselves and their followers. • This assists them in reaching their full potential • Transforming both leader & follower • Exemplification is a key component in transformational leadership, it stresses that your behavior as a leader will be seen and followed (“Do as I say and as I do.”) Lippert

  14. Leadership & Communication • Leaders using “visionary” content are more effective. Example: Martin Luther King’s speeches. • Timing-How and when you communicate with your employees is important. • Delivery-verbal & nonverbal communication • Framing: managing meaning in certain aspects and highlighting over selected areas. Framing emphasizes that leadership is not about situations or events but the process in managing meaning to your employees (Tools for Framing-Table 10.3) Lippert

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  16. These next sections are not in this chapter’s readings. I want you to start considering how leaders might go about facilitating change in an organization. This involves motivation and performance, the influence process, goal setting, and performance feedback. Leaders need to consider these during the creation and implementation of change. Lippert

  17. Dealing with Change & Leadership: Controlling Performance in Organizations • The “What” of motivation (carrot or stick)-What motivates you-reward or fear? • The “How” of motivation-How can we motivate individuals or ourselves? Expectancy Theory • An individuals performance is a multiplicative function of that individuals ability and effort. If both ability and effort are high, so should performance • Effort is a function of how much an individual values the reward associated with performance (valence of reward) and the extent to which the individual believes that a high level of effort will lead to that reward (effort-reward probability). Lippert

  18. Controlling performance in org. settings Equity Theory • Individuals in organizations consider what they contribute to the org. with respect to the rewards they get from the organization • People then compare these input/output ratios with the perceived input/output ratios of others Lippert

  19. Org. Influence in Change • Influence • “The process by which people successfully persuade others to follow their advice, suggestion, or order (Keys and Case).” • Seven strategies of influence (supervisor to subordinate-top down) • Assertiveness • Bargaining • Coalition • Friendliness • Higher authority (if all else fails-coercion) • Reason (most commonly used) • Sanctions Lippert

  20. Goal setting processes • Goal specificity • Goal setting is more effective when specific goals are set • Goal difficulty • Best goals are difficult but attainable • Participating in goal setting • Participation can lead to more difficult goals, which will enhance performance • Participation provides significant rewards such as increased employee satisfaction, and greater role clarity Lippert

  21. Feedback processes • Feedback • Information that serves to influence performance of an individual in an org. • Improved performance is desired by both individuals and organizations • Feedback contexts • Performance appraisal interview & others? • Hated by both manager and subordinate • Linked w/ decisions a/b compensation & promotion Lippert

  22. Feedback processes • Feedback dimensions • Valence (positive or negative) • Timeliness (how quickly feedback is given) • Specificity (level of detail contained) • Frequency (# of times feedback is given) • Sensitivity (refers to whether or not feedback demonstrates a concern for the recipients feelings) Lippert

  23. Feedback processes • Seeking feedback • Information seeking looks at employees as proactive participants in org. processes • Individuals will seek feedback as a resource in order to enhance their adaptation to the org. environment • Ways to seek feedback • Monitoring environment • Directly inquiring about performance • Effects of feedback • More effective if delivered by credible source • Impact influenced by receiver’s self-confidence Lippert

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