LEADERSHIP AND CHANGE

Leadership and Management

If followers are over budget on travel expenses
or fail to come to work on time, then managers
use various levers in the accounting or
performance management system to correct the
situation.
These systems help followers to behave in both
a consistent and an efficient manner.
Organizations tend to be more successful when
followers exhibit those behaviors most closely
aligned with organizational goals.
A manager is a person who directs the work of
employees and is responsible for results. An
effective manager brings a degree of order and
consistency to tasks.
A leader, by contrast, inspires employees with a
vision and helps them cope with change.
D. Hellriegel, J. Slocum Jr., and R. Woodman, Organizational
Behavior (7th ed.)
Demographic changes can have big impact on
any team or organization, leadership is the key
to aligning organizational systems and follower
behaviors around a new organizational vision.
Successful leaders are also able to align
followers’ behaviors with this new vision and
systems. But changing followers’ behaviors and
organizational systems, structure, and goals
takes a tremendous amount of skill and effort.
You will see that it takes a combination of both
leadership and management skills to
successfully implement any team or
organizational change effort
 The Rational Approach to
Organizational Change
• Beer (1988, 1999) has offered a rational and
straightforward approach to organizational
change that addresses many of the issues
raised by the other authors.
• Beer ’s model also provides a road map for
leadership practitioners wanting to implement
an organizational change initiative, as well as a
diagnostic tool for understanding why change
initiatives fail.
 C=D×M×P>R
C = amount of change (jumlah Perubahan)
D = Dissatisfaction (Ketidakpuasan)
M = Model (model perubahan)
P = Process ( Proses bagaimana inisiatif
perubahan)
R = Ressistance (Penolakan Perubahan)
This model maintains that organizational change
is a very systematic process, and large-scale
changes can take months if not years to
implement (Beer, 1988, 1999).
Leadership practitioners who possess a good
understanding of the model should be able to
do a better job developing change initiatives and
diagnosing where their initiatives may be getting
stuck. Because is an important
component of leadership
• Although organizational vision, goals, and
change plans are often a collaborative
effort between the leader and followers, they
are
• the primary responsibility of the leader.
Leaders also need to think about the
importance of critical mass for driving change
The rational approach to organization change
and the interactional framework.
Leader
• Environmental scans
• Vision
• Goals
• Change plan
• Systems vs. siloed thinking
• Leadership and
management
Followers Capabilities
Situation
• Dissatisfaction
• Crisis
• Resistance
• Consumer preferences
• SARA model • Market conditions
• Loss of: • Societal shifts
-Power • Political and legal
-Competence challenges
-Identity • Competitive threats
-Rewards • Organizational structure
-Relationships • Organizational systems
• Technical/functional • Organization culture
capabilities
This approach also maintains that the leader
needs both good leadership and good
management skills if a change initiative is to be
successful over the long term.
Both sets of skills not only are important
components in organizational change but also
may play a key role in determining whether a
new company will succeed or fail.
 The Emotional Approach to Organizational
Change:
Charismatic and Transformational Leadership
• Charismatic leaders are passionate, driven
individuals who are able to paint a compelling
vision of the future.
• Through this vision they are able to generate
high levels of excitement among followers and
build particularly strong emotional
attachments with them.
• Charismatic leaders who are not
transformational can convey a vision and form
strong emotional bonds with followers, but
they do so in order to get their own (i.e., the
leader ’s) needs met.
• Both charismatic and transformational leaders
strive for organizational or societal change;
the difference is whether the changes are for
the benefit of the leader or the followers.
• Charismatic leaders are believed to motivate
followers by changing their perceptions of
work itself, offering an appealing vision of the
future, developing a collective identity among
followers, and increasing their confidence in
getting the job done
What Are the Common Characteristics of Charismatic
and Transformational Leadership?

Leader Characteristics
• Vision
• Rhetorical Skills
• Image and Trust Building
• Personalized Leadership
• Follower Characteristics
• Identification with the Leader and the Vision
• Heightened Emotional Levels
• Willing Subordination to the Leader
• Feelings of Empowerment
Situational Characteristics
• Crises
• Task Interdependence and Social Networks
• Other Situational Characteristics
 Conclusion
The rational approach puts more emphasis on
analytic, planning, and management skills
whereas the emotional approach puts more
emphasis on leadership skills, leader–follower
relationships, and the presence of a crisis to
drive organizational change
 Conclusion
There is ample evidence to suggest that either
the rational or the emotional approach can
result in organizational change, but the
effectiveness of the change may depend on
which approach leadership practitioners are
most comfortable with and the skill with which
they can carry it out.