Microsoft Word - BU450 Lesson 7 ASSIGNMENT 07 BU450 Leadership Skills Directions: Answer in complete sentences, and be sure to use correct English, spelling, and grammar. Sources must be cited in APA...

Microsoft Word - BU450 Lesson 7
ASSIGNMENT 07
BU450 Leadership Skills
Directions: Answer in complete sentences, and be sure to use co
ect English,
spelling, and grammar. Sources must be cited in APA format. Your response
should be four (4) double-spaced pages; Margins 1” all sides, Headings Bold, Type
Style and Size Times New Roman, 12-point, Software - MS Word

The challenge for this chapter presents a case of a manager who must implement several
unpopular changes that he/she does not agree with and that come on the heels of other recent
changes. There has been no input into the change and it is implemented top-down. None of the
ecommended processes for successful change in this chapter have been implemented. There has
not been a period of unfreezing, although some of the changes may be appropriate, and there was
little freezing last time change was announced.

The case is relatively typical of what mid-level leaders face in many organizations. They are
charged with putting in places changes without much warning or input. Imagine you are the
manager in this situation.

1. Describe two (2) ways that you could you approach the team.
2. How much of your personal feeling should you share? Provide one (1) supporting fact to
justify your position.
3. Describe four (4) key actions that you should take.

Microsoft PowerPoint - Chapter 9 - Compatibility Mode
Copyright © 2012 Pearson Education, Inc.
publishing as Prentice Hall 9-1
Chapter 9
Leading Change
Copyright © 2012 Pearson Education, Inc.
publishing as Prentice Hall 9-2
Learning Objectives
 Define change and explain the forces for change
 Describe types of change and explain the change
process
 Summarize the reasons for resistance to change
and possible solutions
 Present the leadership practices necessary to
implement change, including the importance of
vision
 Explain the importance of creativity and
improvisation in managing change
 Apply the principles of learning organizations and
positive leadership to leading change
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publishing as Prentice Hall 9-3
Forces for Change
CHANGE
External Forces
• Economic &
political
• Cultural and
social
• Demographic
• Industry
• Technology
Internal Forces
• Low performance
• New leadership
• Low satisfaction
• New mission
• Conflict
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publishing as Prentice Hall 9-4
Culture and Change
 Tolerance for ambiguity
 Higher tolerance likely to make change
seem as opportunity
 Relationship to and perception of
time
 Present-orientation likely to lead to
quick reaction to change
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Types of Change
 Planned
 Unplanned
 Evolutionary
 Convergent
 Revolutionary
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publishing as Prentice Hall 9-6
Lewin’s Model for Change
Changing
Implementing
actual change
Changing
Implementing
actual change
Refreezing
Providing support
to assure change
ecomes permanent
Refreezing
Providing support
to assure change
ecomes permanent
Unfreezing
Preparing people
Understanding the
need for change
Unfreezing
Preparing people
Understanding the
need for change
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publishing as Prentice Hall 9-7
Lewin’s Steps in Change Process
 Unfreezing
 Prepare people for change by
establishing need for change
 Changing:
 Implement desired changes
 Refreezing
 Help change take hold by providing
support, resources and time
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publishing as Prentice Hall 9-8
Factors to Consider in Change
 The importance of recognizing the need
for change
 Preparing and motivating followers to
implement it
 The inevitable presence of the resistance
to change
 The focus on people as the source for
learning and change
 The need to support new behaviors and
allowing them to take hold
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publishing as Prentice Hall 9-9
The Process of Planned Change
Step 1: Recognition of
need for change
Step 2: Development
of ideas for change
Step 3: Adoption of
one or more ideas
Step 4: Implementation
Step 5: Allocation of
esources
Step 6: Evaluation
Desired State
Cu
ent State
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publishing as Prentice Hall 9-10
Dealing with Unplanned Change
 Avoid becoming too formal, hierarchical
and inflexible
 Infuse controlled unpredictability and
spontaneity
 Be proactive in introducing change
 Replace and rotate leaders
 Experiment with new ideas, methods and
processes
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publishing as Prentice Hall 9-11
Resistance to Change:
Organizational Causes
 Inertia
 Organizational culture
 Structure
 Lack of rewards for change
 Poor timing
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 Group norms
 Group cohesion
Resistance to Change: Group
Causes
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publishing as Prentice Hall 9-13
Resistance to Change: Personal
Causes
 Fear of the unknown
 Fear of failure
 Job security
 Individual characteristics and traits
 Previous negative experiences with
change
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publishing as Prentice Hall 9-14
Managing Resistance to Change
 Education and communication
 Participation and involvement
 Facilitation and support
 Negotiation
 Manipulation and cooptation
 Coercion
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Visionary Leadership
 Vision is essential to successful change
 Empowerment and confidence in
followers
 Flexible organization
 Teamwork and cooperation
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publishing as Prentice Hall 9-16
Elements of a Motivating Vision
 Simple and clearly understandable
 Challenging and idealistic while
ealistic and achievable
 Appeals to values, emotions and ideals
 Forward-looking while based on
present
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publishing as Prentice Hall 9-17
Building Credibility
 Clarifying values
 Identifying what followers want
 Building agreement and consensus
 Communicating values with
enthusiasm
 Standing up for your beliefs
 Role-modeling desired behaviors
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publishing as Prentice Hall 9-18
Moderators of Executive
Discretion
Exemplary
Leadership
Challenge the
process
Creating
a
shared
vision
Role
modeling
Cele
ating
success
Enabling
followers
Encouraging
the heart
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Practices of Visionary Leadership
 Set clear standards and goals
 Expect the best
 Pay attention
 Personalize rewards and recognition
 Tell a story
 Cele
ate with follower
 Be a role model
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Factors that Support Creativity
 Open and supportive leadership
 Flexible structure; low centralization
 Encouraging a questioning attitude
 Tolerating mistakes
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Improvisation
Creation of something spontaneous
 Requires:
 Expertise
 Knowledge
 Perspective on the situation
 Willingness to take risks
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Core of Learning Organizations
 Shared vision
 System thinking
 Mental models
 Personal mastery
 Team learning
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publishing as Prentice Hall 9-23
Blocks to Learning
Organizational
leaders &
members
LEARNING
ORGANIZATIONAL
LEARNING DISABILITIES
• Isolated jobs
• Ignoring gradual change
• Emphasis on events
• Blaming others
• Skilled incompetence
• Illusion of taking charge
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Supporting Learning
 Being open to new ideas
 Emphasizing local solutions
 Providing time for learning
 Having appropriate leadership
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publishing as Prentice Hall 9-25
Positive Approach to Change
 Knowledge does not change behavio
 Role modeling positive change is key
 Look for
ight spots
 Encourage change through positive
approach
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publishing as Prentice Hall 9-26
Role of Leader in Changing
Culture
 Communicate priorities clearly
 Role model desired behaviors
 Allocate resources to support change
 Allocate rewards to desired behaviors
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publishing as Prentice Hall 9-27
Leadership Challenge
 Recognize feelings and ange
 Role model desired attitudes and
ehaviors
 Encourage participation in how to
implement change
 Seek information
 Provide training
 Provide support
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publishing as Prentice Hall 9-28
Leading Change: Immelt
 Implementing changes after a high
successful predecesso
 Soft approach and understated style
 Helping employees know they can
perform
 Focused on engaging employees
 Aware of danger of too much quick
change
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publishing as Prentice Hall 9-29
Leadership in Action: Best Buy
 ROWE
 Change implemented from bottom up
 Based on clear need from employees
 Upper management informed late
 Continued resistance
 Focus on education and training
 Careful implementation based on word of
mouth
Copyright © 2012 Pearson Education, Inc.
publishing as Prentice Hall 9-30
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