This document discusses a study that aimed to identify the leadership behaviors that are most effective for implementing organizational change. The study found that behaviors like envisioning change, leading by example, developing others, consulting, and innovative thinking had the strongest correlations with effective change implementation. The results also indicated that leaders need to be flexible and select behaviors appropriate for their particular environment, whether it is turbulent or stable. Overall, the research emphasized that successful change management relies upon leaders communicating a clear vision and serving as a role model.

1. CHANGE ORIENTED LEADERSHIP BEHAVIORS:
WHAT IS IMPORTANT & EFFECTIVE IN IMPLEMENTING CHANGE?
AYUB JAKE SALIK
UNIVERSITY AT ALBANY
SCHOOL OF BUSINESS – MAY 2011
BACKGROUND THEORY & METHODS RESULTS
WHAT IS HAPPENING TO ORGANIZATIONAL LEADER CHANGE EFFECTIVENESS
CHANGE PROCESS? Least Effective
TRI - DIMENSIONAL Bottom 10%
 70 % of change efforts fail due to lack of effective LEADERSHIP MODEL Bottom 25%
Bottom 40%
leader change behaviors. Average
Top 40%
 Change is shifting from episodic to continuous, Top 25%
Top 10%
which requires leaders to develop skill in using
TASK RELATIONS CHANGE Most Effective
effective change behaviors.
BEHAVIORS BEHAVIORS BEHAVIORS 0 5 10 15 20 25 30 35
Frequency
40
 Despite numerous theories of change, leaders still
lack a clear understanding of behaviors needed to CHANGE ORIENTED LEADERSHIP BEHAVIORS
successfully engage all organizational CONSULTING
stakeholders in a successful change initiative. PLANNING VISIONING LEADER
SUPPORTING LEADERSHIP BEHAVIORS LEADER BEHAVIOR CHANGE
MONITORING RISK TAKING MOST CONTRIBUTING TO
RECOGNIZING EFFECTIVE CHANGE
EFFECTIVENESS
CLARIFYING INNOVATING Envisioning change 0.68**
DEVELOPING IMPLEMENTATION
SCANNING Leading by example 0.68**
EMPOWERING
PURPOSE ENVISIONING CHANGE Developing
Consulting
0.67**
0.66**
LEADING BY EXAMPLE Innovative thinking 0.64**
Supporting 0.60**
The purpose of this research is to DEVELOPING Showing need for change 0.59**
Recognizing 0.59**
identify leader behaviors critical to CONSULTING External monitoring 0.54**
successful change management RESEARCH MODEL INNOVATIVE THINKING
Clarifying
Empowering
0.54**
0.51**
**. Correlation is significant at the 0.01 level (2-tailed).
RESEARCH QUESTIONS TURBULENT VS. PLACID ENVIRONMENT
Turbulent vs. Placid
I. How effective is the change leader in Environment TURBULENT PLACID
implementing change? ENVIRONMENT ENVIRONMENT
II. What specific leader change behaviors are most Turbulent Environment Model Summary Placid Environment Model Summary
significantly associated with successful change? Model
1
R
.784
a
R Square
.614
Adjusted R
Square
.595
Std. Error of the
Estimate
1.190
Model
1
R
.752
a
R Square
.566
Adjusted R
Square
.528
Std. Error of the
Estimate
1.248
III. How do different environments dictate effective a. Predictors: (Constant), CONSULT, DEVELOP, EXAMPLE,
ENVISION
a. Predictors: (Constant), CONSULT, EXAMPLE, DEVELOP,
ENVISION
Effective in ANOVAb ANOVAb
leadership behaviors selection? Model Sum of Squares df Mean Square F Sig.
Leaders Behavior Managing Model
1 Regression
Residual
Sum of Squares
180.685
113.362
df
4
80
Mean Square
45.171
1.417
F
31.877
Sig.
.000
a 1 Regression
Residual
93.391
71.589
4
46
23.348
1.556
15.002 .000
a
Change Total 294.047 84
a. Predictors: (Constant), CONSULT, DEVELOP, EXAMPLE, ENVISION
Total 164.980 50
a. Predictors: (Constant), CONSULT, EXAMPLE, DEVELOP, ENVISION
WHY IS THIS RESEARCH IMPORTANT? b. Dependent Variable: Leader Change Effectiveness b. Dependent Variable: Leader Change Effectiveness
Coefficientsa Coefficientsa
Standardized Standardized
Unstandardized Coefficients Coefficients Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig. Model B Std. Error Beta t Sig.
 Managing and leading change is one of the
1 (Constant) -1.893 1.127 -1.680 .097 1 (Constant) 1.922 1.396 1.377 .175
ENVISION .845 .278 .344 3.043 .003 ENVISION -.004 .360 -.002 -.011 .991
EXAMPLE .452 .192 .254 2.352 .021 EXAMPLE .427 .246 .259 1.736 .089
foremost and challenging leadership DEVELOP
CONSULT
.232
.285
.178
.187
.143
.159
1.307
1.527
.195
.131
DEVELOP
CONSULT
.378
.512
.246
.290
.252
.326
1.537
1.767
.131
.084
responsibilities. a. Dependent Variable: Leader Change Effectiveness a. Dependent Variable: Leader Change Effectiveness
 Leader’s competence as change leaders is a
source of competitive advantage for any
SURVEY DETAILS CONCLUSIONS
organization.
%
 To identify effective change behaviors, which are  Survey of 169 subordinates & 39 leaders from 10 capital district
valued by employees and help the leader to  FLEXIBLE LEADERSHIP: Leaders must be flexible in
organizations in construction, finance, InfoTech, insurance , accounting and
formulate an effective strategy to keep employees using change behaviors appropriate to the
banking.
motivated / satisfied in a down turned economy environment.
 Subordinates described leader’s behavior and change effectiveness.
that demands change at every level of  KEY CHANGE BEHAVIORS: Effective change
 Leaders described the turbulence of their work environment.
organization. management calls for leading by example and
communicating a clear and inspiring vision.
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