The document discusses various change theories and leadership styles that can be applied when leading change initiatives in educational settings. It explores models like Lewin's 3-stage change model, Lippitt's 7-phase change theory, and different leadership approaches like democratic and pace-setting. Theories around managing personal and organizational change are also examined, highlighting the importance of change readiness, change agents, and overcoming resistance to transform schools from good to great.

1. Masters of Arts Leadership in Education
7512 Leading Change
Change Theories & Leadership Styles
LO3

2. Choose any one of the two scenarios
present your thoughts
“Change is a very difficult process”. Do you agree with the above
statement. Explain your answer in relation to a change process you
have been a part of, or you have heard about, or you would like to
initiate. (you have chosen for leading change)
OR
What are some of the challenges that an organisation can face that
may need change? Who do you think should be the change agent
during the change initiative. Explain your choice.

3. Learning Outcomes
Critically reflect on leadership models to implement change
1
Critically examine the roles of leadership and management
linked to effectively leading change within an education
setting.
2
Synthesize theory and research associated with achieving
successful change within an educational setting.
3
Critically reflect on research and evidence-based practice
associated with leading change
4

4. LO 3
Synthesize theory and research associated with achieving successful change
within an educational setting.
Change Theories
Leadership Styles
Systematic Approach to Change

5. 5
We live in a VUCA World
5

6. 6
The Role of Leaders in a VUCA World ….
6

7. • Given the extent to which society is changing, are there any
implications for school curriculum?
DISCUSSION POINT

8. CHANGE IS A
PROCESS

10. • Vision – an intent that seeks to create a clear future state
• Understanding – stop, look and listen to the characteristics at play
• Clarity – make sense of the chaos
• Agility – wirearchy (networking) is rewarded over hierarchy
10
The Role of Leaders in a VUCA World ….
10

11. 11
Choose the most appropriate Leadership Model
for SCM
11

12. COFFEE BREAK
FOR
TEN MINUTES

13. What leaders really do (John P. Kotter)
MANAGERS
• Control
• Solve problems
• Plan and Budget
• Bring order and consistency
• Implement
• Short term
LEADERS
• Give Direction
• Align
• Mobilize
• Bring about change
• Motivate and inspire
• Long term
13

14. Managers vs. Leaders (John P. Kotter)
14
14

15. Adopting the Right Leadership Styles
(Daniel Goleman)
STYLE EFFECT ON
CLIMATE
WHEN TO USE
Command and control:
demand compliance
“Do what I tell you”
Negative Crisis, turnaround,
problem employee
Visionary: mobilize towards
vision
“Come with me”
Positive + Change, clarity, direction
Affiliative: harmony & bonds
“People come first”
Positive Heal & motivate,
especially during stress &
trauma
Democratic: consensus
“What do you think”
Positive Input, buy-in & consensus
Pacesetting: high standards
“Do as I do, now”
Negative Quick Results from a
motivated & competent
team
Coaching: develop
“Try this”
Positive Development
15

16. Competing Values Framework (Cameron)
ADHOCRACY
HIERARCHY
CLAN
MARKET
https://www.youtube.com/watch?v=45veR-Se-rI&t=19s (7:04 Minutes) 16

17. Fifth Discipline and Learning Organisations
(Peter Senge)
Senge Interview Clip 17
Approaches to developing
three core learning
capabilities: fostering
aspiration, developing
reflective conversation, and
understanding complexity.

18. Visionary Leadership
18

19. Visions….
• A vision is a mental picture of what the future could look like
• A good vision is:
• Comprehensive and detailed
• Positive, inspiring and stretching
• Measurable
• Use descriptive words
• Clear and easy to communicate
• Jointly created
• Shared and supported by many
19

20. Level 5
Leadership
Collins & Porras
20

21. Getting to Level 5 Hierarchy (Jim Collins)
1. Develop humility
2. Ask for help
3. Develop discipline
4. Find the right people
5. Lead with passion
21
21

22. The Findings Level 5 Leaders :
The research team was shocked to discover the type of leadership required to achieve greatness.
The Hedgehog Concept (Simplicity within the Three Circles):
To go from good to great requires transcending the curse of competence.
A Culture of Discipline : When you combine a culture of discipline with an ethic of entrepreneurship,
you get the magical alchemy of great results.
Technology Accelerators: Good-to-great schools think differently about the role of technology.
The Flywheel and the Doom Loop : Those who launch radical change programs and wrenching
restructurings will almost certainly fail to make the leap.

23. Moving Schools from Good to Great! (Jim Collins)
23
Material from: Kobus Serfontein 23
Good to Great is a business approach.
The Challenge : There were companies that are NOT
necessarily born with great business DNA as pointed out
in Jim Collins’s prior book, Built to Last .
The challenge is how does “good” or mediocre companies
and even bad companies achieve enduring greatness?

26. Personal Change
26

27. Leadership from the Inside Out – Kevin
Cashman, Stephen R Covey
WE
WORK
WORLD
ME
27

28. Kübler-Ross Change Curve
28

29. 29

30. Different Personalities and Change
Management (Codella, 2018)
The
Sceptic The Eager
Beaver
The
Know-it-all
The
“I” in Team
The
Free Spirit
The
Technophobe
The Drama
Queen
30

31. Personal Change
• https://www.youtube.com/watch?v=mPZuV74yHBg
• https://www.youtube.com/watch?v=qGQbk-5-Neo

32. Change Theories :
Select the best theories
Implement planned change
Ensure it is:
Purposeful
Calculated
Collaborative Effort
Implementing change is more
challenging than it is sometimes
perceived.
Lewin’s (1951) change
model

33. Comparison of
change
theories

34. Lippitt’s theory
compared with the
change process
• Analyse how the selected
change theories have
similar problem-solving
approaches to
implementing planned
change and how are
different.
• Why it is up to leaders to
select the most appropriate
model based on the specific
circumstances of their work
environment.

35. Consider:
• Personal strengths and
weaknesses in terms of
leadership skills
• Most important elements
for planned change
• Multifaceted Role of a
leader
Leadership Styles:
Characteristics of three leadership styles

36. Attributes of Effective Leadership
■ Influence: leaders have an enormous role to play in influencing followers in the
right direction, and shortcomings in leaders’ characteristics can lead to problems
among followers.
■ Clarity: are workers clear about their tasks?
■ Commitment: what do workers need from their leaders?
■ Self-image: do followers know their own abilities, what they can and cannot
accomplish?
■ Price: what is the price followers pay or the rewards they receive for working well.
■ Behaviour: does the leadership style promote positive and effective behaviours
among followers?

37. Example of
Force Field
Analysis
Framework for problem solving
and planned change
-Lewin
(1951). It illustrates that
restraining forces cannot be
removed and they can be
countered only by increasing
driving forces.

38. The Herzberg two-
factor motivation
theory

39. Using Lippitt’s change theory + Democratic style
Leadership
• Phase 1- diagnosing the problem and is when a need for change has been noticed.
• Phase 2- motivation and capacity for change are assessed.
• Phase 3- assessment of the change agent’s motivation
• Phase 4- change process is defined and a final draft of the plan is developed, taking into
account the force-field analysis, change agents’ status, staff attributes and cost.
• Phase 5- focuses on choosing an appropriate role for the change agent.
• Phase 6- implementation stage and is concerned with maintaining the change so that it
becomes a stable part of the system.
• Phase 7- ‘terminating the helping process’

40. 40