Leadership & Change

Chapter 11 Leadership & Change

Part 1 • Leadership Chapter 10

Leadership • Leadership • process of getting people to willinglydo what needs doing • Great leaders are great communicators • communicate goals, expectations, etc. Chapter 10

Leadership • If goals are properly internalized, leadership wouldn’t be needed. • Leaders lead with the permission of subordinates. • If the leader isn’t accepted, there will be problems. Chapter 10

Leaders: • Actions should be ethical • Requests must be appropriate for advancing the department • Should get willing & enthusiastic commitment • Good personality, fairness, interest in others, good decision-making, and honesty helps Chapter 10

Concern for People & Production HighAD Concern For E People LowBC Low High Concern for Production Chapter 10

Concern for People & Production A. Too nice B. Neutral  do nothing C. Autocratic  produce or you’re fired D. High Quality  team management E. Compromiser  organization person Chapter 10

Follower’s Readiness Level • Readiness level is the state of a person’s drive or need for achievement: • Readiness = Ability + Willingness Chapter 10

To Develop Abilities & Willingness • Give appropriate feedback • Offer a variety of job experiences • Clarifying rewards for cooperative behavior Chapter 10

Willingness & Ability • Any group may have a mix of people with different ability & willingness levels. • As employees grow, transition from directive to supportive to delegating • Treat employees according to their individual level of growth Chapter 10

McGregor: • 2 theories of human nature & behavior • Theory X • Theory Y Chapter 10

Theory X • Traditional management philosophy • Assumes people are: • Untrustworthy • Lazy • Disinterested in working • Will work when pushed • Avoid responsibility • has relatively little ambition • seeks security Chapter 10

Theory Y • Modern philosophy • Assumes people are: • Trustworthy • Need to achieve & be responsible • Interested in working • Will work when appropriately trained & recognized • Will actively seek greater responsibility. • Most people can exercise a high degree of imagination, ingenuity, and creativity. Chapter 10

Leadership styles • A Leader’s style is based on their values of Individual Freedom & Leadership Control Chapter 10

Freedom & Control FreedomControl Low High Autocratic Theory X – good for short run High Low Participative Theory Y – good for long run Medium Medium Consensus Management Japanese theory Chapter 10

Autocratic Leadership • Is best where: • Supervisor has a lot of power • Task requires tight control • During a crisis Chapter 10

Participative • Is best when the process is flexible Chapter 10

Theory Y Leadership • Help people discover goals consistent to the organizations goals • Time is needed to consult with employees • Benefits must outweigh costs • Issues must be interesting to employees Chapter 10

Formal Theory Y programs • Suggestion systems • Quality circles & TQM • requires training, decision making skills • Employee ownership programs Chapter 10

Situational Leadership • Examine situation before deciding on which style to use • (Such as time, relationship quality) Chapter 10

Hersey & Blanchard – Situational Leadership HighSelling Training Relationship LowDelegating Telling Able Able Unable Unable Willing Unwilling Willing Unwilling Chapter 10

Dealing With Difficult People • Don’t label • Focus on behaviors, not people • Accentuate the positive • Take control • Talk in private • Avoid accusations • Provide specific examples of the behavior • Focus on changing the behavior • Establish deadlines Chapter 10

How and When to Praise • Praise should be genuine. • Praise should be specific. • Give praise for better than expected performance. • Praise should be timely. Chapter 10

Praise • Give praise for its own sake, not as a secondary motive. Chapter 10

Part 2 • Change Chapter 10

External Change Forces • Educational • Cultural • Social • Natural Resources • Political/Legal Environment • Technological • Economic Chapter 10

Internal Change Forces • influence how resources are used Chapter 10

Internal Change Forces • Worker activities, abilities & attitudes • Company policies • Company objectives • Organizational Structure Chapter 10

Why Employees Resist Change • Insecurity and fear of the unknown. • Fear that their income level will be adversely affected. • Need to form new work habits or make sacrifices. • Threats to attitudes and beliefs Chapter 10

Why Employees Resist Change • Loss status or rank • Lack of advance notice. • Failure to see the big picture. • Rational opposition in that the benefits do not offset the costs. Chapter 10

Ways of Dealing with Change • Reactive • try to keep the organization on a steady course by solving problems as they come up. • Proactive • Try to change things by setting a new course rather than by correcting the current one. Chapter 10

Different Responses to Change • Change happens to us: • Anxiety -> Defensiveness -> Fear -> Resentment • Change is by us: • Involvement -> Exhilaration -> Fun -> Ownership & Pride Chapter 10

Creating a Positive Climate for Change • Condition employees to expect change. • Inform employees well in advance of changes that will affect them. • Let employees participate and become involved early. • If the changes result in economic benefits for the company, share these benefits with employees. Chapter 10

Creating a Positive Climate for Change • Time the changes carefully. • If employees have strong objections to a change, consider the merits of their viewpoint. • After changes are implemented, follow up. Chapter 10

Leadership & Change