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LEADING CHANGE 
Leadership styles and skills; 
Different leadership for different phases of change 
Nguyen Ngoc Minh Tri 
...
Leadership styles and skills 
Management of Change-Leading Change 2
Coercive 
Authoritative 
Affiliative 
Short definition 
Telling people what to do when 
Persuading andattracting people wi...
Democratic 
Pace-setting 
Coaching 
Short definition 
Asking the team what they think, and listening to this 
Raising the ...
LEADERSHIP STYLES AND SKILLS 
•Goleman: the importance of emotional intelligence for successful leaders 
•Sets out allallt...
LEADERSHIP STYLES AND SKILLS 
•Goleman: the importance of emotional intelligence for successful leaders (cont) 
•Four dime...
Self-awareness 
Knowing one’s internal states, preferences, resources, and intuitions 
Self-management 
Managing one’s int...
Social awareness 
Awareness of others’ feelings, needs, and concerns 
Social skills 
Adeptness at inducing desirable respo...
LEADERSHIP STYLES AND SKILLS 
•Goleman: the importance of emotional intelligence for successful leaders (cont) 
•Self-awar...
LEADERSHIP STYLES AND SKILLS
Different leadership for different phases of change 
Management of Change-Leading Change 11
Cameron and GreenInner and outer leadership 
Management of Change-Leading Change 12
In our own experience of working with leaders on change processes, it is important to establish phases of changeso that pl...
Phase of change 
Establish the need for change: the leader illuminates a problem area through discussion
•Building the change team: the leader brings the right people together and establishes momentum through teamwork
•Creating vision and value: the leader work with the group to bring the picture of success.
•Communicating and engaging: the leader plays his or her role in communicating direction, giving it meaning, being clear a...
•Empowering powers: the leader entrust those who have been involved in the creation of the new vision of key tasks
•Noticing improvement and energizing: the leaders stay interested in the process This involves the ability juggle lots of ...
•Consolidating: the leader encourage people to take stock of where they are and reflect on how much has been achieved.
RosabethMoss KanterLearning how to persevere 
Management of Change-Leading Change 21
Management of Change-Leading Change 22 
Highlights the need for keeping goingin the change process, even when it gets toug...
Management of Change-Leading Change 23 
1.Tune into the environment.Create a network of listening posts to listen and lear...
Management of Change-Leading Change 24 
•Transfer ownership to a working team. Once a coalition is formed , others should ...
Management of Change-Leading 
Change 
25 
STICKY MOMENTS IN THE MIDDLE OF CHANGE AND HOW TO GET UNSTUCK 
Forecasts fall s...
BridgesLeading people through transition 
Management of Change-Leading Change 26
Leadership for the ending 
Management of Change-Leading Change 27 
Study the changecarefullyand identify who is likely to...
Management of Change-Leading Change 28 
Tell me about your last day in high school?
Leadership for the neutral zone 
Management of Change-Leading Change 29 
This is the time when for instance, the reorganiz...
Leadership for the new beginning 
Management of Change-Leading Change 30 
Distinguish in your own mind the difference bet...
Thank you for your listening! 
Management of Change-Leading Change 31
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Leading change

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Leading change

  1. 1. LEADING CHANGE Leadership styles and skills; Different leadership for different phases of change Nguyen Ngoc Minh Tri Nguyen DuyLinh Huynh HanhNguyen Management of Change-Leading Change 1
  2. 2. Leadership styles and skills Management of Change-Leading Change 2
  3. 3. Coercive Authoritative Affiliative Short definition Telling people what to do when Persuading andattracting people with an engaging vision Building relationships with people through use of positive feedback When to use this style When there is a crisis When step change is required. When manager is both credible and enthusiastic. When relationships are broken Disadvantages of this style Encourages dependencePeoplestop thinking. Has a negative effect if manager is not credible Not productive if it is the only style used •Goleman: leadership that gets results •A set of six distinct leadership styles
  4. 4. Democratic Pace-setting Coaching Short definition Asking the team what they think, and listening to this Raising the bar and asking for a bit more. Increasing the pace. Encouraging and supporting people to try new things. Developing their skills. When to use this style When the team members have something to contribute When team members are highly motivated and highly competent When there is a skills gap Disadvantages of this style May lead nowhere if team is inexperienced Exhausting if used too much. Not appropriate when team members need help. If manager is not a good coach, or if individual is not motivated, this style will not work
  5. 5. LEADERSHIP STYLES AND SKILLS •Goleman: the importance of emotional intelligence for successful leaders •Sets out allallthe competencies required to be a successful leader •Research from 181 different management competence models: 67% of essential ability for manager competencyare emotional competencies Emotional competencies are as twice as important asintellectual competencies
  6. 6. LEADERSHIP STYLES AND SKILLS •Goleman: the importance of emotional intelligence for successful leaders (cont) •Four dimensions of emotional competencies self-awareness self-management social awareness social skills
  7. 7. Self-awareness Knowing one’s internal states, preferences, resources, and intuitions Self-management Managing one’s internal states, impulses, and resources •Emotional awareness: recognizing one’s emotions and their effects •Accurate self-assessment: knowing one’s strengths and limits. •Self-confidence: a strong sense of one’s self-worth and capabilities. •Self-control: keeping disruptive emotions and impulses in check •Trustworthiness: maintaining standards of honesty and integrity. •Conscientiousness: taking responsibility for personal performance •Adaptability: flexibility in handling change. •Achievement orientation: striving to improve or meeting a standard of excellence. •Initiative: readiness to act on opportunities.
  8. 8. Social awareness Awareness of others’ feelings, needs, and concerns Social skills Adeptness at inducing desirable responses in others •Empathy: sensing others’ feelings and perspectives, and taking an active interest in their concerns •Organizational awareness: reading agroup’s emotional currents and power relationships •Service orientation:anticipating, recognizing, and meeting others’ needs •Developing others: sensing others’ development needs and bolstering their abilities. •Leadership:inspiringand guiding individuals and groups. •Influence: wielding effective tactics for persuasion. •Communication: listening openly and sending convincing messages. •Change catalyst: initiating or managing change. •Conflict management: negotiating and resolvingdisagreements. •Buildingbonds: nurturing instrumental relationships. •Teamwork and collaboration: working with others toward shared goals. Creating group synergy in pursuing collective goals.
  9. 9. LEADERSHIP STYLES AND SKILLS •Goleman: the importance of emotional intelligence for successful leaders (cont) •Self-awareness is the heart of emotional intelligence. •Inner leadership: Self-awareness, Self-management, Social awareness •Outer leadership: Social skills
  10. 10. LEADERSHIP STYLES AND SKILLS
  11. 11. Different leadership for different phases of change Management of Change-Leading Change 11
  12. 12. Cameron and GreenInner and outer leadership Management of Change-Leading Change 12
  13. 13. In our own experience of working with leaders on change processes, it is important to establish phases of changeso that plans can be made and achievements recognized. This phasing also enables a leader to see the need for flexibilityin leadership style, as the change moves from one phase into another phase. We have identified both the outerleadership and innerleadership requirements of a leader of change for each phase.
  14. 14. Phase of change Establish the need for change: the leader illuminates a problem area through discussion
  15. 15. •Building the change team: the leader brings the right people together and establishes momentum through teamwork
  16. 16. •Creating vision and value: the leader work with the group to bring the picture of success.
  17. 17. •Communicating and engaging: the leader plays his or her role in communicating direction, giving it meaning, being clear about timescale and letting people know that parts they will be playing
  18. 18. •Empowering powers: the leader entrust those who have been involved in the creation of the new vision of key tasks
  19. 19. •Noticing improvement and energizing: the leaders stay interested in the process This involves the ability juggle lots of different projects and initiatives
  20. 20. •Consolidating: the leader encourage people to take stock of where they are and reflect on how much has been achieved.
  21. 21. RosabethMoss KanterLearning how to persevere Management of Change-Leading Change 21
  22. 22. Management of Change-Leading Change 22 Highlights the need for keeping goingin the change process, even when it gets tough… …the difficulties will come after the change is begun.
  23. 23. Management of Change-Leading Change 23 1.Tune into the environment.Create a network of listening posts to listen and learn from customers. 2.Challenge the prevailing organizational wisdom.Promote kaleidoscopic thinking. Send people far afield, rotate jobs and create interdisciplinary project teams to get people to question their assumptions. 3.Communicate a compelling aspiration.This is not just about communicating a picture of what could be, it is anappealto betterourselvesand become something more. The aspiration needs to be compelling as there are so many sources of resistance toovercome. 4.Build coalitions.Kantersays that the coalition-building step, though obvious, is one of the most neglected steps in the change process. She says that change leaders need the involvement of people who have the resources, the knowledge and the political clout to make things happen.
  24. 24. Management of Change-Leading Change 24 •Transfer ownership to a working team. Once a coalition is formed , others should be brought on board to focus on implementation. Leaders need to stay involved to guarantee time and resources for implementers. The implementation team can then build its own identity and concentrate on the task. •Learn to persevere. Kantersays that everything can look like a failure in the middle. If you stick with the process through the difficult times (see box), good things may emerge. The beginning is exciting and the end satisfying . It is the hard work in the middle that necessitates the leader’s perseverance . •Make everyone a hero. Leaders need to remember to reward and recognize achievements. This skill is often underused in organizations, and it is often free! This part of the cycle is important to motivate people to give them the energy to tackle the next change process.
  25. 25. Management of Change-Leading Change 25 STICKY MOMENTS IN THE MIDDLE OF CHANGE AND HOW TO GET UNSTUCK Forecasts fall short.Change leaders must be prepared to accept serious departures from plans, especially when they are doing something new and different. Roads curve.Expect the unexpected. Do not panic when thepathof change takes a twist or aturn. Momentum slows.When the going gets tough it is important to review what has been achieved and what remains –and torevisitthe mission. Critics emerge.Critics will emerge in the middle when they begin to realize the impact of proposed changes. Change leaders should respond to this, remove obstacles and move forward. Source:Kanter(2002)
  26. 26. BridgesLeading people through transition Management of Change-Leading Change 26
  27. 27. Leadership for the ending Management of Change-Leading Change 27 Study the changecarefullyand identify who is likely to lose what. Acknowledge these losses openly –it is not stirring up trouble. Sweeping losses under the carpet stirs up trouble. Allow people to grieve andpubliclyexpress your own sense of loss. Compensate people for their losses. This does not mean handouts! Compensate losses of status with a new type of status. Compensate loss ofcorecompetence with training in new areas. Give people accurate information again and again. Define what is over and what is not. Find ways to ‘mark the ending’. Honourrather than denigrate the past.
  28. 28. Management of Change-Leading Change 28 Tell me about your last day in high school?
  29. 29. Leadership for the neutral zone Management of Change-Leading Change 29 This is the time when for instance, the reorganization has been announced, but the new organization is not in place, orunderstood, or working. Anxiety levels go up and motivationgoes down, and discordamongst the team can rise. This phase needs to be managed well, or it can lead to chaos. Explain the neutral zone as an uncomfortable time which with careful attention can be turned to everyone’s advantage. Choose a new and moreaffirmativemetaphor with which to describe it. Reinforce the metaphor with training programmes, policy changes and financial rewards for people to keep doing their jobs during the neutral zone. Create temporary policies, procedures, roles and reporting relationships to get you through the neutral zone. Set short-range goals and checkpoints. Set up a transition monitoring team to keep realistic feedbackflowingupward during the time in the neutral zone. Encourage experimentation and risk taking. Be careful not to punish all failures. Encourage people to brainstorm many answers to the old problems –the ones that people say you just have to live with. Do this for your own problems too.
  30. 30. Leadership for the new beginning Management of Change-Leading Change 30 Distinguish in your own mind the difference between the start, which can happen on a planned schedule, and the beginning, which will not. Communicate the purpose of the change. Create an effective picture of the change and communicate it effectively. Create a plan for bringing people through the three phases of transition, and distinguish it from the change management plan. Help people to discover the part they will play in the new system. Build some occasions for quick success. Celebrate the new beginning and the conclusion of the time of transition.
  31. 31. Thank you for your listening! Management of Change-Leading Change 31

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