Leadership plays a key role in enabling organizational change. While management focuses on order and consistency, leadership concentrates on envisioning change and developing strategies to achieve the vision. Effective leadership involves realistically assessing the situation, considering stakeholders' needs, aligning people through communication, building coalitions, and motivating others. A leader's style should be tailored to the situation, with more directive approaches used when followers need development and participative leadership employed as they gain competence. Distributed and collective models of leadership are also important for enacting change across complex organizations.

1. Leading change
Leadership is a key enabler of change.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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2. The role of leadership
There is marked difference in the orientation between
management and leadership.
Both involve:
deciding what needs to be done
developing the capacity to do it
ensuring that it is done
However, while management is concerned with order and
consistency, leadership is concerned with change
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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3. Deciding what needs to be done
–
Leadership focuses on
creating a vision and
setting a direction, and
developing the strategies
necessary to move in that
direction.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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4. Deciding what needs to be done:
Quality of the vision
A strong vision can make a valuable contribution to the success of
a change initiative
But unless the leader:
– makes a realistic assessment of the situation
– and responds to the concerns of others
the vision may not be fit for purpose.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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5. The leader’s
assessment of the situation
Deciding what needs to be done:
Sometimes leaders fail to make a realistic assessment of the
situation because:
Their diagnosis is unsound
They may be so committed to a project that they only
attend to information which supports their own position.
A history of past successes can contribute to this
condition.
Nobody challenges their vision
– Subordinates may fear repercussions
– They may be too dependent and trusting of the
leader’s judgement.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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6. The leader’s attention to
stakeholder interests
Deciding what needs to be done:
– It is also essential that those exercising leadership
are sensitive to the needs and priorities of key
stakeholders.
– Visions that ignore the legitimate needs and rights
of some stakeholders may never be achieved
because disadvantaged stakeholders act to
undermine any attempt to introduce change.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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7. Developing the capacity to do it
– Management
involves developing
the capacity to
accomplish the
organization’s
agenda by organising
and staffing.
–
Leadership focuses on
aligning people,
communicating the
new direction and
creating coalitions
committed to getting
there.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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8. Aligning people to
achieve the vision
Developing the capacity to do it:
– Developing capacity involves communicating in a
way that aligns people to achieve the vision.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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9. Developing the capacity to do it:
Building coalitions
Sometimes leaders fail to create the capacity to
get things done because they fail to build
coalitions committed to achieving the vision
• A feature of modern organizations is interdependence,
where no one has complete autonomy, and where
most members of the organization are tied to many
others by their work, technology, management systems
and hierarchy.
• These interdependencies point to a need for ‘lateral
leadership’ to create commitment to a shared
understanding of what needs to be done.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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10. Developing the capacity to do it:
Empowering others to
act
– In those situations where there is a clear (and
shared) sense of direction, committed
stakeholders, including subordinates, are more
likely to feel able to take action without
encountering undue conflict with others or being
reprimanded by superiors.
– But sometimes this shared sense of direction is
lacking because the vision is poorly
communicated.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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11. Ensuring that it is done
– Management
involves ensuring
that people
accomplish plans by
controlling and
problem solving.
–
Leadership is more
concerned with
motivating and
inspiring.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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12. Kotter identifies four ways
in which leaders can do this.
Ensuring that it is done:
– Articulating the vision in ways that are in accord
with peoples’ values
– Involving people in deciding how to achieve the
vision, thereby giving them some sense of control.
– Supporting others' efforts to realise the vision by
providing coaching, feedback and role modelling.
– Recognising and rewarding success.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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13. Managerial work, in times of change,
is increasingly a leadership task
– While management and leadership are distinct
activities they are necessary and complementary.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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14. What leaders do
A lot of attention has been paid to what leaders
do (the behavioural view)
and how circumstances affects what they do
(situational leadership)
Some of the things that leaders need to do include
• Recognise the need for change
• Identify change goals
• Communicate a sense of direction
• Formulate a change strategy
• Involve others
• Build coalitions
• Motivate people
• Provide support
• Create an organisational context conducive to change
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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15. How they do it: leadership style.
– The assumptions leaders make about others has a
powerful affect on their leadership style.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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16. McGregor’s theory X
– The average human being has an inherent dislike of work
and will avoid it if s/he can
– Because of the human characteristic dislike of work, most
people must be coerced, controlled, directed and
threatened with punishment to get them to put forth
adequate effort towards the achievement of
organizational objectives.
– The average human being prefers to be directed, wishes
to avoid responsibility, has relatively little ambition and
wants security above all.
Managers who hold these assumptions adopt
a more directive and controlling leadership style.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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17. McGregor’s theory Y
– The expenditure of physical and mental effort in work is as
natural as play or rest.
– People will exercise self direction and self-control in the service
of objectives to which they are committed
– Commitment to objectives is a function of the rewards
associated with their achievement.
– The average human being learns, under proper conditions, not
only to accept but to seek responsibility.
– The capacity to exercise a relatively high degree of imagination,
ingenuity and creativity in the solution of organisational
problems is widely distributed in the population.
Managers who hold these assumptions adopt a leadership style which
involves promoting commitment
Early work on leadership styles suggested that some styles were superior to
others.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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18. The effect of leadership style
– A leader’s style can have both positive and
negative effects

19. Situational leadership
– Situational leadership challenges the notion that
there is one leadership style that will be best for
every manager in all circumstances.
– The most effective style depends on situational
factors
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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20. Charismatic leadership
The charismatic leaders are those have the ability to
inspire others.
This requires two distinct skills:
• Framing (positive / negative)
• Rhetorical crafting (art that aims to improve the facility of
speakers or writers who attempt to inform, persuade, or
motivate particular audiences)
– While the basic message provides the sense of direction, it is the rhetoric
which heightens its motivational appeal and determines whether it will be
sufficiently memorable to influence the day-to-day decision-making of those
involved in the change.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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21. Distributed leadership
– Leadership is not the exclusive preserve of senior
managers
– Managers, throughout the system, have to accept
that they have a leadership role to play.
– The network of leaders need to share a common
vision that is clear, consistent and inspiring.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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22. The collective nature of leadership
Collective leadership is required in those
circumstances where a single individual is unable
to formulate and implement a vision that is
acceptable to a sufficient body of powerful
stakeholders.
Two factors determine whether it will be effective:
• Coherence
• Fragility
Fragility can be defined in terms of three types of ‘coupling’.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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23. Strategic coupling
– The internal harmony between members of the
leadership constellation.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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24. Organisational coupling
– The relationship between members of the
leadership constellation and their organizational
constituencies
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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25. Environmental coupling
– The degree of coherence between the leadership
constellation’s vision and aspirations and the
demands and constraints imposed by powerful
external stakeholders.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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26. It can be difficult to maintain harmony at all three
levels.
– Accommodating different interests is easier when
there is organizational slack
– The interpersonal skills of members can affect the
stability of leadership constellations
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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27. A checklist for leading change
Kotter arues that leaders need to:
– Establish a sense of urgency.
– Form a powerful coalition.
– Create a vision.
– Communicate the vision.
– Empower others to act on the vision.
– Plan for short-term wins.
– Consolidate improvements and producing still more
change.
– Institutionalise new approaches.
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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28. Summary
This tutorial has considered:
– The role of leadership in terms of
–
–
–
–
–
–
• creating a vision,
• aligning relationships around the vision
• inspiring others to achieve the vision.
Leadership styles
The effect of situational factors
The nature of charismatic leadership
Distributed leadership
Collective leadership
The tutorial ended with Kotter’s eight point checklist
of what leaders can do to promote change
THE THEORY AND PRACTICE OF CHANGE MANAGEMENT, 3rd Edition, John Hayes, Palgrave 2010
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