The final week of the MGT380: Leadership for Organizations course examines change management and team leadership. Students will learn about Kotter's model of organizational change and effective team leadership traits. They will also evaluate a real organization's application of leadership concepts covered in the course. For their final assignment, students must analyze key leadership theories, power dynamics, transformational versus transactional leadership, and team leadership in their own organization, and suggest one change they would make as a leader.

1. MGT380: Leadership
for Organizations
Week 5

2. MGT380: LEADERSHIP
FOR ORGANIZATIONS
MGT380: Leadership
for Organizations
Week 5

3. WEEK FIVE OVERVIEW
The final week of the course examines the concepts
of change management and team leadership. As you
transition out of this course, it is a good time to
reflect upon everything that we’ve examined during
the past five weeks and how you can use all of the
course concepts in your everyday lives.
MGT380: Leadership
for Organizations
Week 5

4. WEEK FIVE LEARNING
OBJECTIVES
• Identify effective team leadership concepts and
traits.
• Apply Kotter’s model of organizational change to
various leadership situations.
• Evaluate an organization’s application of key
leadership concepts learned throughout this
course.
MGT380: Leadership
for Organizations
Week 5

5. READINGS, REQUIRED
ARTICLE, AND WEBSITE
Readings
Read the following chapter in An Introduction to Leadership:
1. Chapter 8: Leading Teams
2. Chapter 12: Leading Change
Required Multimedia:
Sivers, D. (Writer and producer). (2010). The first follower: Leadership
lessons from a dancing guy [Video]. Retrieved from http://sivers.org/ff
MGT380: Leadership
for Organizations
Week 5

6. TEAM LEADERSHIP

7. DEFINING TEAM LEADERSHIP
Team leadership is similar to the term leadership but is more limited and
focused in scope. It is important to remember that when we talk about team
leadership we are usually referring to a work team of an organization and the
team leader is an appointee either because of their title or because they have
been assigned and the team members usually work for other
managers. Therefore a team leader may or may not have natural leadership
characteristics which they exhibit outside of the team setting. Regardless the
person carrying the title of team lead or team leader is in the leadership
position and must respond.

8. DEFINING TEAM LEADERSHIP
(CON’T)
Another slight but important difference is that usually the team’s goal and mission is defined and
measurable. Unlike leaders who lead for “social change” or “more freedom of speech” or other
more philosophical causes, a team leader’s results can be monitored and measured and in
actuality to be successful must be monitored and measured. The ability to monitor and measure
results against a planned scheme makes team leadership notably easier and less complicated
leadership in general.

9. TEAM LEADER QUALITIES
In order to be an effective and efficient team leader there are some behaviors that
must be followed which may or may not come naturally to the person. Here are
some key phrases to help remember the essential behaviors of great team leaders.
• Honesty
• Delegate
• Communication
• Confidence
• Commitment
• Positive Attitude
• Creativity
• Intuition
• Inspire
• Approach (Prive, 2012)
For more details on each of these areas click here
Prive, T. (2012, December 19). Top 10 qualities that make A great leader. Forbes. Retrieved
December 29, 2016 from http://www.forbes.com/sites/tanyaprive/2012/12/19/top-10-
qualities-that-make-a-great-leader/#2170ee763564

10. TEAM GOALS
Being a team leader is somewhat quantifiable and achievable through personal
effort. Specific things to remember:
• The leader must clearly understand the requirements of the project.
• The leader must communicate those requirements to team members and their
supervisors.
• Once the requirements are agreed upon and understood the team leader must
not allow them to change.
• The team leader must provide for the team’s needs
• The team members’ needs, and hold all parties accountable to agreed upon
timelines and deliverables.

11. CHANGE THEORY

12. KOTTER’S 8 STEP CHANGE MODEL
Mindtools Editorial Team. (2016). Kotter’s 8-Step change model: Implementing change
powerfully and successfully. Retrieved December 31, 2016, from Mind Tools,
https://www.mindtools.com/pages/article/newPPM_82.htm

13. COMBINING VISION AND MISSION
TO CREATE A STRATEGY
Below are Kotter’s 8 Step Change Model:
Step 1: Create Urgency
Step 2: Form a Powerful Coalition
Step 3: Create a Vision for Change
Step 4: Communicate the Vision
Step 5: Remove Obstacles
Step 6: Create Short-Term Wins
Step 7: Build on the Change
Step 8: Anchor the Changes in Corporate Culture (Mindtools, 2016)
The importance of this model is that it is a tool that can guide inexperienced leaders through
the change process effectively. Kotter’s 8 steps when paired with metrics can help drive a
change management initiative while keeping the people motivated. The development of
short-term wins is essential to the change process because it allows the project leader to
assess the plan and change where needed. Short term wins additionally creates discussion
points with team members and is an opportunity to reinforce the vision of the change.
Mindtools Editorial Team. (2016). Kotter’s 8-Step change model: Implementing change powerfully
and successfully. Retrieved December 31, 2016, from Mind Tools,
https://www.mindtools.com/pages/article/newPPM_82.htm

14. PUTTING IT ALL
TOGETHER
Change is not a process that is going to happen overnight but there must be someone that
is driving the process who is responsible for creating the urgency, putting the team
together, creating the vision and communicating that vision. The team is equally important
as they are responsible for helping remove the obstacles helping develop and achieving
the short-term goals and implementing change.
Webster (2012) outlines the areas that should accompany Kotter’s eight steps to introduce
sustainable change.
• Creating a climate for change
• Engaging and enabling the whole organization
• Implementing and sustaining change
The graphic on the next slide illustrates this combination.
Webster, M. (2012, October 15). Successful Change Management — Kotter’s 8-
Step Change Model. Retrieved December 30, 2016, from Leadership Thoughts,
http://www.leadershipthoughts.com/kotters-8-step-change-model/

15. CLIMATE AND URGENCY
Webster, M. (2012, October 15). Successful Change Management — Kotter’s 8-
Step Change Model. Retrieved December 30, 2016, from Leadership Thoughts,
http://www.leadershipthoughts.com/kotters-8-step-change-model/

16. FINAL ASSIGNMENT

17. FINAL ASSIGNMENT
DIRECTIONS
For the final paper, you will examine key concepts of leadership in your place of work, or in a social
organization to which you may belong that has leadership concepts (Rotary club, athletic team,
scout leader, etc.). Include the following in your paper:
1. Apply one of the leadership theories from the course text to the organization. Explain how the
theory works and include an example.
2. Explain the effect of power and influence that leaders have on followers in the organization.
Are the followers receptive? Would you recommend another strategy? Explain your reasoning.
If not, why not?
3. Evaluate the role and effectiveness of transformational and transactional leadership in the
organization. Support your (claims, points?) with examples (from?).
4. Assess the traits and characteristics of an effective team leader within the organization.
5. Explain how the leadership supports vision, mission, and strategy in the organization.
6. If you were the leader in the organization, what would you change and why?

18. THE FINAL PAPER
• Must be eight to ten double-spaced pages in length (excluding the title and reference pages), and formatted
according to APA style as outlined in the Ashford Writing Center.
• Must include a title page with the following:
Title of paper
Student’s name
Course name and number
Instructor’s name
Date submitted
• Must begin with an introductory paragraph that has a succinct thesis statement.
• Must address the topic of the paper with critical thought.
• Must end with a conclusion that reaffirms your thesis.
• Must use at least three scholarly sources (other than the text), including a minimum of one from the Ashford Online
Library.
• Must document all sources in APA style as outlined in the Ashford Writing Center.
• Must include a separate reference page, formatted according to APA style as outlined in the Ashford
Writing Center.

20. WEEK 5 QUIZ
• Ensure that you complete your Week 5 you Quiz by Day 7.

21. STILL HAVE QUESTIONS
ON ACADEMIC WRITING
OR APA FORMATTING?
https://awc.ashford.edu/Index.html

22. ANY
QUESTIONS?
Please post your
questions in the Ask
the Instructor thread
or e-mail your
instructor directly.