LEAD 701 Yukl chapter04

1. Leading Change and Innovation
4-1Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

2. After studying this chapter, you should be
able to:
 Understand the different reasons for resisting
change.
 Understand the psychological processes
involved in making major changes.
 Understand how to develop an appealing
vision for the organization.
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-2

3.  Understand how to implement a major change
in an organization.
 Understand the characteristics of a learning
organization.
 Understand how leaders can increase learning
and innovation in organizations.
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-3

4. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-4
Understand the different reasons
for resisting change

5.  No clear justification for change
 Feasibility of proposed change
 Unsuccessful earlier change efforts
 Lacking self-confidence
 Tangible cost/benefit
 Individual loss
 Inconsistency with individual values
 Lack of trust
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-5

6. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-6
Understand the psychological
processes involved in making
major changes

7.  Unfreeze
 Change
 Refreeze
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8.  Denial
 Anger
 Mourning
 Adaption
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-8

9.  General Self-Confidence
 “Inoculation” hypothesis
 Less resilience hypothesis
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-9

10. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-10
Understand how to develop an
appealing vision for the
organization

11. Qualities of an effective vision
 Simple and idealistic
 Appeals to values
 Emphasizes future objective
 Challenging
 Realistic
 Addresses what is important
 Focused but not confining
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12.  Mission Statement
 Value Statement
 Slogans
 Strategic Objectives
 Project Objectives
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13.  Key stakeholders
 Shared values and ideals
 Strategic objectives with wide appeal
 Relevant elements in the old ideology
 Link vision to core competencies
 Continually assess and refine the vision
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-13

14. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-14
Understand how to implement a
major change in an organization

15.  Determine what to change
 Systems Dynamics
 Responsibility
 Pace and Sequencing
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-15

16.  Create urgency
 Communicate vision
 Identify supporters and opponents
 Build coalition
 Use change agents
 Make symbolic changes
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-16

17.  Prepare people for change
 Deal with stress
 Provide early successes
 Monitor progress
 Communicate progress
 Demonstrate optimism
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-17

18. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-18
Understand the characteristics of
a learning organization

19.  Internal creation
 External acquisition
 Knowledge Diffusion
 Learning Organizations
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-19

20. Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-20
Understand how leaders can
increase learning and innovation
in organizations

21.  Appreciation
 Learning at various levels
 Mental models
 Leverage learning
 Knowledge sharing
 Innovation goals
 Reward entrepreneurial behavior
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 4-21