LEADERSHIP FOR
TRANSFORMATION
Khum Raj Punjali
Shailaja Upadhyaya
Contents
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Transformational leadership
Organizational transformation process
Leader as a change champion
Leading change: Techniques and key considerations
Small Exercise
NASC 2015
Transformation Leadership
Defined
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Transformational leadership is defined as a
leadership approach that causes change in
individuals and social systems. In its ideal form, it
creates valuable and positive change in the followers
with the end goal of developing followers into
leaders.
NASC 2015
Transformation Leadership
4
It enhances the motivation, morale and performance
of followers by:
 Connecting the followers’ sense of identity and
self to the mission and the collective identity of the
organization,
 Being a role model ,
 Challenging followers to take greater ownership
for their work, and
 Understanding the strengths and weaknesses of
followers.
NASC 2015
Transformation Leadership
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James Macgregor Burns first introduced the concept
of transforming leadership in his descriptive
research on political leaders, but this term is now
used in organizational psychology as well.
"leaders and followers help each other to advance to a
higher level of morale and motivation".
NASC 2015
Elements of transformational
leadership
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Vision
Intellectual Stimulation
Inspirational Motivation
Individualized Consideration
Idealized Influence
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The leadership Quality Model
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Leading and developing individuals:
Showing genuine concerns
Being accessible
Enabling
Encouraging Change
Leading and
developing the
organization
Supporting a
developmental culture
Inspiring others
Focusing on team effort
Being Decisive
Personal
qualities and
values
Being honest and
consistent
Acting with
integrity.
Leading the way forward
Building shared vision
Networking
Resolving complex problems
facilitating change
sensitivity
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9 Things Leaders Must Do To Create A
Transformation
1. Define what you are going to do, why you will do it,
what the benefits of change are, and what the dangers
of not changing are.
2. Create a sense of urgency and then maintain it for
the long haul.
3. Put governance and management in place; Form a
powerful guiding coalition for success.
4. Engage key stakeholders – particularly managers –
in making change happen.
5. Communicate the vision & key messages.
NASC 2015
9 things…Contd.
6. Remove obstacles to transformation success, especially during
implementation.
7. Enable real transformation by cultivating a new organizational
culture and individual behaviors.
8. Realign operations and organization to enable the new vision
and support the transformation.
9. Upgrade executives’ and leaders’ skills in change leadership.
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The 5 Unexpected Things Successful Leaders
Make Time For Every Month
1. Time to strategize
2. Time to thank and acknowledge
3. Time to meet with clients
4. Time to focus
5. Time to de-stress
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Change - A Planned Activity
Organizational change is a planned activity as it
serves as a linkage between the different parts of a
change process, sets up priorities and timelines,
assigning responsibilities, establishing mechanisms for
review and revision where necessary.
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Change -A process
Change as a process was firstly conceptualized
by Lewin in 1947. He segmented the change as a
process with three phases:
(1) unfreezing
(2) moving
(3) refreezing
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Organization transformation
process
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Build
Awareness
Area of
need
recognition
Decision 2
Plan the
change
Celebrate
achievemen
ts
Identify
change
resistance
Decision 1
Develop
and
analyze
course of
actions
Implement
the plan
setup
Follow up,
measure
and Review
Diagnose
the problem
Reassess
and Adjust
Management
of resistance
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Champion for Change
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Change efforts often require a person or a group
who continues to build and sustain strong enthusiasm
about the change. This includes reminding everyone
of why the change is occurring in the first place, the
many benefits that have come and will come from the
change process. The champion might be the same
person as the change agent at various times in the
project.
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Leader as change champion
Five Things Leaders Can Do to Champion Change:
1. They sell more than they tell
2. They help people to listen
3. They work through the “head grapes”
4. They break the change into “bite-sized” pieces
5. They build positive momentum
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10 principles of change management a
champion should consider
1. Address the “human side” systematically.
2. Start at the top.
3. Involve every layer.
4. Make the formal case.
5. Create ownership.
6. Communicate the message.
7. Assess the cultural landscape.
8. Address culture explicitly.
9. Prepare for the unexpected.
10. Speak to the individual.
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Leading change:
techniques and key considerations
Be clear and specific:
 What is the desired change?
 What are the underlying concepts guiding
the development of strategy?
 How will you know if you have succeeded?
 What are bench marks along the way?
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Leading change…contd.
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Start from where you are
Assess and improve the readiness of participants
Analyze stakeholders
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Build in an “early win”
Leading change…contd.
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Anticipate resistance
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Use collaborative planning
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Plan for sustainability and implement the plan
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Leading change…contd.
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Build in on-going monitoring/course corrections
Evaluate for continuous improvement and mid-course
corrections
Revisit readiness; it should improve and therefore strategies
might change.
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Ten Common Mistakes in Leading
Transformational Change
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Relevance and Meaning
Organizational Change Governance
Strategic Disciplines for Change
Misdiagnosing Scope
Initiative Alignment and Integration
Capacity
Organizational Culture
Leadership Modeling
Ten Common Mistakes..contd.
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Human Dynamics
Stakeholder Engagement and Communications
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Group exercise
23
Refer to the case in your hand and answer the following
questions.
 How did Bill Gates and Steve jobs differ in their
leadership style?
 Compare and contrast the managerial practices of
Gates and Jobs.
 What do you think about the future of Microsoft and
apple computers?
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Five levels of leadership ( JOHN MAXWELL)
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Position - People follow you because they have to
Permission - People follow because they want to.
Production - People follow because of what you
have done for the
organization
Person Development - People follow because of what you have done for
them personally.
Pinnacle - People follow because of who you are and what you represent.
NASC 2015
Leaders who worked for transformation and
reached the Pinnacle level.
31
NASC BAT IG 2013
Take Aways
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
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Transforming leaders are idealized in the sense
that they are a moral exemplar of working towards
the benefit of the team, organization and/or
community.
Organization transformation always needs a
change champion to remind and keep intact the
spirit of change.
NASC BAT IG 2013