Chapter 16
Leading Change
Management: A Skills Approach, 2/e
by Phillip L. Hunsaker
Copyright © 2005 Prentice-Hall
16-1
Learning Objectives
• Be Able to Differentiate Between
Management and Leadership Situations
• Know How and When to Act as a
Transactional or Transformational Leader
• Adapt Leadership Style to Follower Needs
• Facilitate Followers in Finding Paths to Goals
• Use Charisma to Influence Others
• Act as a Servant Leader
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Leaders
Leaders create,
grow, and
transform
organizations.
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What Do Leaders Do?
• Lead change processes
and redirect peoples’
energies towards
transformation of
products, technologies,
and organizational
practices to produce
growth.
16-4
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Managers
• Preserve order
• Accomplish goals
• Achieve productivity
16-5
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What is Leadership?
• The process of providing direction,
energizing others, and
obtaining their
voluntary
commitment to
the leader’s vision
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What Distinguishes Leadership from
Management?
• Managers have authority to be in
charge.
• Leaders influence others to
follow.
• Managers do things right, leaders
do the right things.
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Authority –
right to make
decisions and
commit resources
based on one’s
position within the
organization
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Transactional
leaders focus on:
• Keeping an
organization running
smoothly and
efficiently
• Commitment to
“follow the rules”
• Transformational
leaders tend to be
more visionary and
concerned about
charting a mission and
direction
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Leader Traits
•
•
•
•
•
•
•
Credibility
Drive
Leadership Motivation
Honesty and Integrity
Self-confidence
Cognitive Ability
Knowledge of the
Business
16-10
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Leader Behaviors
• Task-Oriented Behavior
• Initiating Structure
• Employee-Oriented Behavior
• Showing Consideration
16-11
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Four Leader Decision Styles
•
•
•
•
Autocratic
Democratic
Laissez-faire
Participative
16-12
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Leader Behaviors
High
Human
Relations
Democratic
Laissezfaire
Autocratic
Showing
Consideration
Low
Low
High
Initiating Structure
16-13
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The Situational
Leadership Model
• Task Behaviors
• Relationship Behaviors
• Depending upon follower maturity
16-14
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Path-Goal Theory
16-15
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Leader Styles in Path-Goal
Theory
• Directive
• Achievementoriented
• Participative
• Supportive
16-16
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Charismatic Leadership
• Charismatic leaders have the ability to
inspire and motivate people to do more
than they would normally do, despite
obstacles and personal sacrifice.
16-17
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Charismatic Leadership
• Ethical Leaders
• JFK
• Martin Luther
King
• Unethical Leaders
• Hitler
• Jonestown
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Five Practices of Charismatic
Leaders:
1)
2)
3)
4)
5)
Challenging the process
Inspiring a shared vision
Enabling others to act
Modeling the way
Encouraging the heart
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Servant Leadership
• Servant leaders transcend self-interest
to serve the needs of others, help
others grow, and develop and provide
opportunity for others to gain materially
and emotionally.
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Servant Leaders
1)
2)
3)
4)
Put service before self-interest
Listen first to affirm others
Inspire trust by being trustworthy
Nourish others and help them develop
16-21
Copyright © 2005 Prentice-Hall