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Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
Leadership and  Organizational Change  in the Context of IT
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Leadership and Organizational Change in the Context of IT

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This research investigates Information Technology (IT) driven organizational changes in Sri Lankan organizations by focusing on the leadership aspects. The main objective of this research is to …

This research investigates Information Technology (IT) driven organizational changes in Sri Lankan organizations by focusing on the leadership aspects. The main objective of this research is to identify which leadership styles are most effective in ensuring the success of change management processes within IT project implementations. In order to achieve this, firstly the research conducts an in-depth investigation of the relationship between leadership and change management practices within organizations. Encapsulating the findings, a model is proposed to pinpoints the most effective leadership style that should be adopted in accordance with each stage within the change management process the organization is about to undergo.

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  • 1. Eashani Rodrigo B.Sc (Hons) eashanirodrigo@gmail.com Sri Lanka Institute of Information Technology, Sri Lanka© All Rights Reserved 2010
  • 2. OUTLINE Research Scope Methodology Achieving Objectives Conclusion© All Rights Reserved 2010 Presented by: Eashani Rodrigo 2
  • 3. RESEARCH SCOPE© All Rights Reserved 2010 Presented by: Eashani Rodrigo 3
  • 4. Research Scope Leadership Organizational Change Our Topic Area© All Rights Reserved 2010 4 Presented by: Eashani Rodrigo
  • 5. Research Objectives 1) To explore the relationship among the key aspects of leadership and change management namely, leadership styles, change management process, IT change process 2) Leadership styles currently in practice© All Rights Reserved 2010 5 Presented by: Eashani Rodrigo H.M.G.L Samarathunga– DIT/07/M1/1082
  • 6. Research Objectives 3) To determine factors affecting success of IT change implementation process and how to improve the effectiveness of the change process. 4) To develop a model related to the most appropriate leadership and IT change management process.© All Rights Reserved 2010 6 Presented by: Eashani Rodrigo
  • 7. METHODOLOGY© All Rights Reserved 2010 Presented by: Eashani Rodrigo 7
  • 8. Research Approach• Literature • Case Study Survey method – A framework which – In-depth interviews was synthesised were conducted for nine from the literature leading Sri Lankan survey is used to organizations which had develop interview undergone IT change. protocols and for the – Data analysis case analysis. techniques used • Pattern Matching • Explanation building© All Rights Reserved 2010 Presented by: Eashani Rodrigo 8
  • 9. MethodologyRelationshipbetween Caseleadership and IT- Studydriven change Explore relationships Develop a among leadership styles, model related CM process and IT change to the most process. appropriate leadership styles for an Literature Leadership Styles effective IT currently in practice change Survey Management Factors affecting success of process IT change process and how to improve effectiveness © All Rights Reserved 2010 9 Presented by: Eashani Rodrigo
  • 10. Case Study Method Final Conclusions Case I Case Case D H Case Case E Case G F Case B Case A Case C Interim Conclusions 1Literature Reserved 2010 © All Rights Presented by: Eashani Rodrigo 10 Survey
  • 11. Exploring the Relationship Between Key Aspects ACHIEVING OBJECTIVE 01© All Rights Reserved 2010 Presented by: Eashani Rodrigo 11
  • 12. “In an age of a turbulence, when you handle this reality well you win.Handle it poorly, and it can drive you crazy, cost a great deal of money, and cause a lot of pain.” (Kotter, 2002:2) “As the pace of change accelerates, there is naturally a greater need for effective leadership.” (Kotter, 1996) © All Rights Reserved 2010 Presented by: Eashani Rodrigo 12
  • 13. Research Framework IT Change Process Change Leadership Management Styles Process© All Rights Reserved 2010 Presented by: Eashani Rodrigo 13 G.D.N Jayasekara-DIS/07/M3/1534
  • 14. Three models are adopted to the research framework for the real world case scenario analysis purpose. Six leadership IT diffusion model Eight steps change model styles (Cooper and Zmud, (Kotter,1996) (Goalman,2000) 1990) Create Sense of urgency Coercive style Initiation Form powerful guiding coalition Create vision Adoption Authoritative style Communicate vision Adaptation Empower other to act on vision Affiliative style Acceptance Plan for and create short term Democratic style wins Routinization Consolidate improvements and Pacesetting style more change Coaching style Infusion Institutionalize new approaches © All Rights Reserved 2010 14 Presented by: Eashani Rodrigo
  • 15. Research Model IT Change Management ModelLeadership styles Initiation Coercive style Create Sense of urgency Form powerful guiding coalitionAuthoritative style Create vision Communicate vision Affiliative style Adoption/ Adaptation Empower other to act on vision Democratic style Plan for and create short term wins Consolidate improvements and more change Pacesetting style Acceptance/ Routinization/ Infusion Coaching style Institutionalize new approaches© All Rights Reserved 2010 Presented by: Eashani Rodrigo 15
  • 16. Objective 01 is Achieved Objective 01 01 Objective Objective 02 Objective 03 Objective 04© All Rights Reserved 2010 Presented by: Eashani Rodrigo 16
  • 17. Leadership Styles Currently in Practice ACHIEVING OBJECTIVE 2© All Rights Reserved 2010 Presented by: Eashani Rodrigo 17
  • 18. Adopted Leadership Styles model Goleman’s Six Leadership Styles Model (2000) Six leadership styles (Goalman,2000) Coercive style Authoritative style Affiliative style Democratic style Pacesetting style Coaching style Presented by: Eashani Rodrigo 18© All Rights Reserved 2010 Presented by: Medavi Somarathne
  • 19. Case Study Findings on Leadership Styles Case Study Case Case Case Case Case Case F Case Case Case I A B C D E G HLeadership StyleCoerciveAuthoritativeAffiliativeDemocraticPacesettingCoaching © All Rights Reserved 2010 Presented by: Eashani Rodrigo 19
  • 20. Leadership Styles Currently in Practice Affiliative High Authoritative Medium Democratic Medium Coercive Low Pacesetting Very Low© All Rights Reserved 2010 20 Presented by: Eashani Rodrigo
  • 21. Objective 02 is Achieved Objective 01 01 Objective Objective 02 Objective 02 Objective 03 Objective 04© All Rights Reserved 2010 Presented by: Eashani Rodrigo 21
  • 22. Determine factors affecting success of IT change implementation process and factors to improve effectiveness of change process. ACHIEVING OBJECTIVE 3© All Rights Reserved 2010 Presented by: Eashani Rodrigo 22 K.D.S.S Wimalaratna– DIS/07/M3/1526
  • 23. Case Study FindingsCase Use of formal Most focused steps (focusing Success/Failure of implementation change management on Kotter’s (1996) model) approachCase A No Steps 4, 5, 7 and 8 SuccessfulCase B Yes Steps 1, 2, 3, 4, 7, and 8 SuccessfulCase C No Steps 2, 4, 7and 8 SuccessfulCase D No Steps 4, 6 and 8 Partially successfulCase E No Steps 1, 2, 4, 6 and 7 SuccessfulCase F No Steps 1, 4, 7 and 8 SuccessfulCase G No Step 1, 4, 7 and 8 In general it is a success. But there are small failures.Case H No Steps 4, 7 and 8 SuccessfulCase I No Steps 1, 4, 6, 7 and 8 Successful © All Rights Reserved 2010 Presented by: Eashani Rodrigo 23
  • 24. Focuses given to change process steps Eight steps change model (Kotter,1996) Overall Focus on each step Create Sense of urgency High Form powerful guiding coalition Medium Create vision Medium Communicate vision High Empower other to act on vision Medium Plan for and create short term wins HighConsolidate improvements and more change High Institutionalize new approaches High © All Rights Reserved 2010 Presented by: Eashani Rodrigo 24Average Characteristics (%) used corresponding step >75% “High”,Wimalaratna– DIS/07/M3/1526 K.D.S.S 50%-74% “Medium”, 10%-49% “Low”
  • 25. Success Factors according to the criticality• Communicate the vision.• Consolidate improvements and produce still more change.• Anchor the new approaches in culture and ensure that everyone understands that the new behaviours lead to corporate success.• Look for and advertise short term visible improvements.• Creation of change urgency among organization.• Assembling a powerful group of people who can work well together to guide the situation.• Empower others to act on the vision and getting rid of obstacles to change such as unhelpful structures or systems and people resistance.• Building a vision to guide the change effort with strategies for achieving it. © All Rights Reserved 2010 Presented by: Eashani Rodrigo 25
  • 26. Case Use of formal Most focused steps Leadership Styles used during Existence of Major IT Success/Failure of change (focusing on Kotter’s the change people implementations implementation management (1996) model) resistance approach during changeCase A No Steps 4, 5, 7 and 8 Authoritative, Affiliative, Yes ERP system Successful DemocraticCase B Yes Steps 1, 2, 3, 4, 7, Authoritative, Affiliative, No Inquiry system Successful and 8 Democratic, Coercive HR systemCase C No Steps 2, 4, 7and 8 Affiliative, Democratic Yes Internet banking Successful system E-link systemCase D No Steps 4, 6 and 8 Authoritative, Affiliative, Yes Intranet Partially successful Coercive.Case E No Steps 1, 2, 4, 6 and 7 Affiliative, Democratic Yes Core banking Successful systemCase F No Steps 1, 4, 7 and 8 Authoritative, Affiliative, Yes SAP ERP system Successful Democratic, CoerciveCase G No Step 1, 4, 7 and 8 Authoritative, Affiliative, Yes Core banking In general it is a Democratic, Coercive system success. But there are small failures.Case H No Steps 4, 7 and 8 Affiliative, Democratic Yes Core banking Successful systemCase I No Steps 1, 4, 6, 7 and 8 Authoritative, Affiliative, No Core banking Successful © All Rights Reserved 2010 Democratic Presented by: Eashani Rodrigo system. 26
  • 27. Factors to improve the change process• According to most IT professional the factors to improve effectiveness of the change process: – Proper Leadership and use of appropriate leadership styles • To carry out the change management process and to avoid people resistance and to communicate change. – Proper structure • to make the communication effective and to support to the culture. – Culture that supports change • To avoid people resistance © All Rights Reserved 2010 Presented by: Eashani Rodrigo 27
  • 28. Objective 03 is Achieved Objective 01 Objective 02 Objective 02 Objective 03 Objective 04© All Rights Reserved 2010 Presented by: Eashani Rodrigo 28
  • 29. Develop a model - most appropriate leadership and IT change management process. ACHIEVING OBJECTIVE 4© All Rights Reserved 2010 Presented by: Eashani Rodrigo 29 E.P.E Rodrigo – DIS/07/M3/1538
  • 30. Case Study FindingsCase Major IT Leadership Styles used during the Success/Failure of implementations change implementationCase A Authoritative, Affiliative, Democratic Successful ERP systemCase B Inquiry system Authoritative, Affiliative, Democratic, Successful HR system Coercive, PacesettingCase C Internet banking system Affiliative, Democratic Successful E-link systemCase D Intranet Authoritative, Affiliative, Coercive. Partially successfulCase E Core banking system Affiliative, Democratic SuccessfulCase F SAP ERP system Authoritative, Affiliative, Democratic, Successful Coercive, PacesettingCase G Core banking system Authoritative, Affiliative, Democratic, In general it is a Coercive success. But there are small failures.Case H Core banking system Affiliative, Democratic SuccessfulCase I Core banking system. Authoritative, Affiliative, Democratic Successful © All Rights Reserved 2010 Presented by: Eashani Rodrigo 30
  • 31. Research Findings – Reasoning - Lack of a change supportive People Resistance culture - Lack of people focus in change management approachAvoid people resistance Change supportive culture Solution Focused on recreating their culture Adopting people oriented How? leadership styles during the change. © All Rights Reserved 2010 Presented by: Eashani Rodrigo 31
  • 32. Developed model change processMost appropriate leadership and managing the IT IT Change Management Model Initiation Authoritative , Affiliative, Democratic Create Sense of urgency Form powerful guiding coalition Create vision Communicate vision Adoption/ Adaptation Authoritative , Affiliative, Democratic Empower other to act on vision Plan for and create short term wins Consolidate improvements and more change Authoritative , Affiliative, Democratic Acceptance/ Routinization/ Infusion Institutionalize new approaches© All Rights Reserved 2010 32 Presented by: Eashani Rodrigo
  • 33. Objective 04 is Achieved Objective 01 Objective 02 Objective 02 Objective 03 Objective 04 Objective 04© All Rights Reserved 2010 Presented by: Eashani Rodrigo 33
  • 34. Conclusions• When dealing with IT –driven organizational change: –Adopting people oriented leadership styles with a –People focussed change management process along with the –IT implementation process can make the IT driven change a success. © All Rights Reserved 2010 Presented by: Eashani Rodrigo 34
  • 35. Conclusions• To improve effectiveness of the change IT change Management Process Leadership – Leadership styles Change Supportive Culture Proper Structure © All Rights Reserved 2010 Presented by: Eashani Rodrigo 35
  • 36. THANK YOU© All Rights Reserved 2010 Presented by: Eashani Rodrigo 36
  • 37. RESEARCH TEAM Team Members : E.P.E. Rodrigo, H.M.G.L Samarathunga K.D.S.S Wimalaratna G.D.N Jayasekara K.M.S.S Somarathne Supervised by : Dr. T. Suraweera© All Rights Reserved 2010 Presented by: Eashani Rodrigo 37

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