Leadership and Change Management Exam Notes PDF

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Leadership and Change Management Chapter 1 A leader is any person who influences individuals and groups within an organization, helps them establish goals, and guides them toward achievement of those goals, thereby allowing them to be effective. Elements of Leadership • Group phenomenon • Interpersonal influence • Goal and action oriented • Hierarch in group Elements of succesful/effective leadership include • Focus on work • Focus on employees/ followers • Satisfied employees • Taking care of followers • Networking • Taking care of supervisors getting promoted Leaders are effective when their follower achieve their goals, can function well together, and can adapt to changing demands from external forces. Leadership involves task people, strategy and detail. Depending on the leader some thing may or may not work, Situational awareness is key. Leaders are essential • To keep groups in order • To focus on group goals • To accomplish complex tasks • To provide validation • To provide an ideal Leaders matter because • Leadership affects performance • Leadership provides vision and direction • Leadership makes an impact Obstacles to Effective Leadership • Environmental uncertainty • Organizational rigidity • Obsolete ideas and simplified solutions • Rigid organizational culture • Inacessible research

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Chapter 2 Culture can be divided into: • National Culture • Organizational Culture • Group Culture

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Hofstede's Cultural Dimensions • Individualism/collectivism o Depending on the culture the group/individual comes first and priorities are set based on those principles • Power distance • Uncertainty avoidance • Masculinity • Time orientation Chapter 3

Fieldler's model suggests that different leaders react differently on different situations. Based on that leaders should adjust the situation to fit their style since their traits cannot be adjusted or changed. The leader should always have good relationships wityh his followers. Leaders should always seek training to compensate for lack task structure. The normative decision model is an extension of the above model. In this model the leader should use the decision style that matches the situation. Leaders should be able to swich between decision styles and be able to understand the leadership situation. Decision styles can be divided into: • Autocratic • Consulative • Delegation The Path -Goal theory is basically the situation where 1. Leaders considers the situation 2. Leader acts to remove obstacle 3. Effectioveness and followers are happy!!!! Substitutes for leadership is the situation where th leaders identify that certain tasks can be carrided out by the team(under appropriate cicrumstances). The leader then moves on to delegate responsibilities and tasks to the followers in order to free up his time. The SLM model can be also applied by standardazining procedures, providing feedback. Leader-Member Exchange model Out groups and in groups based on the distance from leader to follower.

Chapter 4 Behavioral Range is influenced • Demographic factors(birthplace, social class, religion , etc) • Personality traits • Values (Culture personality, gender , ethnicity) • Abilities and skills(intelligence, practical intelligence, emotional intelligence, creativity, leadership skills, ) Personality Traits • Psychological charateristics • Developed early and hard to change • Stable over time and across situations • Set of characteristics • Make a person unique form others Traits that contribute to Leadership: • Drive • Motivation to Lead • Integrity • Self-confidence • Intelligence • Knowledge of the business Big Five Personality Traits • Conscientiousness • Extraversion/introversion • Openess to experience • Emotional stability • Agreeableness Succesful Leaders are: • Able to read cues from the environment • Able to change behavior to match situation • Comfortable in new situations • Ability to cope in cross-cultural situations • May be a key factor in leadership effectiveness Chapter 5 Power is one's ability to influence others Influence is one's ability to affect the course of an action Authority is the power vested in a position Individual Sources of Power • Legitimate power • Reward power • Coercive power • Expert power

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Referent power

Influence Tactics • Rational persuasion • Inspirational appeal • Consultation • Ingratiation • Personal appeal • Exchange • Coalition building • Legitimate powers • Pressure Source of powers for teams • Coping with uncertainty • Centrality • Dependency • Substitutability Sources of power for Top Executives • Legitimate power and position • Distribution of resources • Control of decision criteria • Centrality in organization al structure • Access Power may bring corruption and abuse to one person Chapter 6 Characteristics of a charismatic leader • High self-confidence • Strong conviction about ideas • High energy and enthusiasm • Expressive • Excellent communication • Active image-building Followers of a charismatic leader are characterized by an emotional bond, high degree of respect, loyalty , identification with the leader, high performance expectations, and unquestioning obedience. A charismatic leader is also affected by the external factors that reinforce the perceived need for change, sense of an imminent crisis, opportunity to articulate the goal, availability of dramatic symbols, opportunity to articulate follower S role.

Charisma can be divided into ethical charisma or unethical charisma. Generally speaking, the first focuses on the needs of the organization and the followers and is open to critisism while the unethical is the exact opposite. Chapter 7 Domain of strategic leaders is: • Environment • Culture • Structure • Strategy • Technology • Leadership Leadership on the strategic level is affected by numerous factors: • Environmental uncertainty • Industry and sector • Market Growth • Legal environment • Size of organization • Culture • Risk • Change openness • Innovation and technology Chapter 8 User participation is important and can assist in the leadership process assuming that: • Task is complex and quality is important • Follower commitment is needed • There's time • Leader & follower are ready • Leader & followers can interact Participation offers the following benefits: ▪ Follower development ▪ Better decision on complex tasks ▪ Follower motivation and commitment ▪ Empowers followers The leader should therefore assess carefully the situation before delegating tasks to followers, based on the above. His ultimate goal should be to develop his followers.

Chapter 9 External factors for change ▪ Economic and political

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Cultural and social Demographic Industry Technology

Internal factors for change ▪ Low performance ▪ New Leadership ▪ Low satisfaction ▪ New mission ▪ Conflict Change can be divided into: ▪ Planned ▪ Unplanned ▪ Evolutionary ▪ Revolutionary or frame breaking Lewin's Model for Change: • Unfreeze • Change • Refreeze Before implementing change a leader should keep in mind factors such as the need for change, motivating followers for change, identifying resistance to change, focus on people, and giving ownership to followers.

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Dealing with unplanned change should be: ▪ Flexible ▪ Infuse unpredicatability ▪ Be proactive ▪ Rotate and replace leaders ▪ Experiment with new ideas, methods and processes(assuming there is time) An organization might resist to change due to the following reasons: • Inertia • Culture • Structure • Lack of rewards • Poor timing • Groups themselves might present barriers to change due to their culture and leadership • Individuals might present barriers to change due to: o Fear of the unknown o Fear of failure o Job security o Individual characteristics o Previous negative experiences Dealing with resistance to change through: ▪ Education and clear communication ▪ Participation and involvement ▪ Support ▪ Negotiation ▪ Coercion Chapter 10 Leader development means expanding a person's capacity to be effective in a leadership role Leadership development is the organization's ability to get work done through its leadership Factors in Learning: ▪ Awareness ▪ Motivation and willingness to learn ▪ Opportunities to learn ▪ Organizational culture and support ▪ Self efficacy and experience with success ▪ Ability and capacity to learn If all of the above boxes are checked, effective training can take place. As we see it depends both on the individual and organization to be able to have an effective leadership development relationship. Effective development should be implemented with: ▪ Clear objectives for training

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Rewards tied to learning Combination of tools and methods Assesment of the training Follow-up to support learning

Leader Development Methods

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Self awareness Experience Coaching Mentoring Feedback Classroom education Outdoor challenges...