ORGANISATIONAL

LEADERSHIP & CHANGE

 ORGANIZATIONAL LEADERSHIP

• CHARISMATIC
• TRANSFORMATIONAL
• STRATEGIC
• STEWARDSHIP & SERVANT
 CHARISMATIC LEADERSHIP

• LOCUS OF CHARISMATIC
LEADERSHIP-RESULT OF FOLLOWER
PERCEPTIONS & REACTIONS,
INFLUENCED NOT ONLY BY ACTUAL
LEADERS CHARACTERISTICS &
BEHAVIOR BUT ALSO BY TH
ECONTEXT OF THE SITUATION
 CHARACTERISTICS OF
CHARISMATIC LEADERS
• VISIONARY
• SUPERB COMMUNICATION SKILLS
• SELF CONFIDENCE & MORAL CONVICTION
• ABILITY TO INSPIRE TRUST
• HIGH RISK ORIENTATION
• HIGH ENERGY & ACTION ORIENTATION
• RELATIONAL POWER BASE
• MINIMUM INTERNAL CONFLICT
• ENPOWERING OTHERS
• SELF PROMOTING PERSONALITY
 PERSONALIZED/SOCIALIZED
CHARISMATIC LEADERS
• PERSONALIZED- pursue leader driven
goals & promote feelings of obedience,
dependency & submission of followers
• SOCIALIZED- pursue organization driven
goals & promote feelings of empowerment,
personal growth, & equal participation in
followers
 Evaluation & implication of
Charismatic Leadership
• Response through • Not very effective in
feelings & emotions
towards leaders transformational ,
• Not a rational predictive change process or
process but a collective conflicting situations
social process etc where shared
• Irrespective of leader's leadership more
own accomplishment
effective
• Not necessarily dyadic
relationship but more a
social identification
process
TRANSFORMATIONAL LEADERSHIP

• FOCUS ON WHAT LEADERS

ACCOMPLISHES RATHER THAN
INDIVIDUAL’S PERSONAL
CHARACTERISTICS & FOLLLWERS’
REACTIONS
• REQUIRES ONE WHO CAN CRAFT &
IMPLEMENT BOLD STRATEGIES
TRANSFORMATIONAL LEADERSHIP

• SERVES TO CHANGE THE STATUS

QUO BY ARTICULATING TO
FOLLOWERS THE PROBLEM IN THE
CURRENT SYSTEM AND A
COPELLING VISION OF WHAT A NEW
ORGANISATION COULD BE.
 CHARISMATIC vs
TRANSFORMATIONAL LEADERSHIP
• TAKE CHARISMA A STEP • CONVEY VISION & FORM
FURTHER , BEYOND THE STRONG EMOTIONAL
VISIONARY TO THE BONDS WITH FOLLOWERS
ACTION STAGE
• MAY NOT BE ABLE TO
• ARTICULATE A
COMPELLING VISION OF MOTIVATE ENOUGH FOR
THE FUTURE & FOLLOWERS TO
INFLUENCE FOLLOWERS TRANSEND SELF INTEREST
TO AROUSE STRONG FOR THE BENEFIT OF A
EMOTIONS IN SUPPORT OF HIGHER IDEAL OR
THE VISION. SOCIETAL NEED
• CAN EMERGE FROM • GENERALLY EMERGE OUT
DIFFERENT LEVELS OF OF CONFLICTS, CRISIS
ORG
 CHARISMATIC vs
TRANSFORMATIONAL LEADERSHIP
• BOTH ARE GENERALLY INVOLVED IN
CONFLICT OR CHANGE ( must be willing to
embrace conflict, create enemies, make unusual
allowances for self sacrifice, be extraordinarily focused
in order to achieve & institutionalize their vision)
• PEOPLE ‘S RESPONSE TO A CHARISMATIC
LEADER OR TRANSFORMATIONLA LEADER
ARE LIKELY TO BE POLARISED, HOWEVER
EMOTIONAL LEVELS OF RESISTANCE
RESISTANCE TOWARDS ANY MAJOR CHANGE
NEGATIVE TO INDIVIDUALS IS LIKELY TO BE
MORE EXTREME TOWARDS CHARISMATIC
THAN TRANSFORMATIONAL LEADERS
 ATTRIBUTES OF A TRANSFORMATIONAL
LEADERSHIP

• SEE THEMSELVES AS A CHANGE AGENTS

• ARE VISIONARIES WHO HAVE A HIGH LEVEL
• ARE RISK TAKERS , BUT NOT RECKLESS
• CAPABLE OF ARTICULATING A SET OF CORE VALUES
THAT TEND TO GUIDE THEIR OWN BEHAVIOR
• POSSESS EXCEPTIONAL COGNITIVE SKILLS & BELIEVE
IN CAREFUL DELIBERATION BEFORE TAKING ACTION
• BELIEVE IN PEOPLE & SHOW SENSITIVITY TO THEIR
NEEDS
• ARE FLEXIBLE & OPEN TO LEARNING FROM
EXPERIENCE
 TRANSACTIONAL LEADERSHIP

• SEEKS TO MAINTAIN STABILITY RATHER

THAN PROMOTING CHANGE WITHIN AN
ORGANISATION, THROUGH REGULAR
ECONOMIC AND SOCIAL EXCHANGES
THAT ACHIEVE SPECIFIC GOALS FOR
BOTH THE LEADERS AND THEIR
FOLLOWERS
 TRANSACTIONAL LEADERSHIP vs
TRANSFORMATIONAL LEADERSHIP
• GOES INTO SPECIFIC • PROMOTES CHANGE
CONTRACTUAL THROUGH ECONOMIC &
ARRANGEMENTS WITH EMOTIONAL
FOLLOWERS EXCHANGES
• IN EXCHANGE FOR • EXCHANGE BENEFITS
SPECIFIC OBJECTIVES , ARE MORE INTANGIBLE
LEADER SATISFIES • ( inspiring vision, shared
CERTAIN NEEDS & values, or emotional bonding)
DESIRES
 Transformation Process
• Recognizing Need for Change
• Creating New Vision
• Increase sensitivity to
environmental changes &
threats
• Respond to subtle radical
changes in environment
• Employ alternative strategies
for monitoring environment
• Encourage everyone to think
with a future orientation
• Involve others
• Express in ideological, not just
economic terms
 Transformation Process
• Managing Transition
• Institutionalizing the Change
• Instill in managers a sense of
urgency for change
• Raise followers awareness &
expectations
• Help followers understand need
for change
• Increase followers self
confidence & optimism
• Avoid temptation of a “quick
fit”
• Recognize & deal openly with
emotional component of
resisting change
 Transformation Process
• Institutionalizing the Change
• Enable & Strengthen followers
with a “greatness attitude”
• Help followers find self
fulfillment with new vision
• Help followers look beyond self
interest
• Change reward systems &
appraisal procedures
• Implement team building
interventions & personnel
changes
• Appoint a special task force to
monitor progress
 STRATEGIC LEADERSHIP

• PROCESS OF PROVIDING INPIRATION

NECESSARY TO CREATE AND
IMPLEMENT A VISION , MISSION &
STRATEGIES TO ACHIEVE & SUSTAIN
ORGANIZATIONAL OBJECTIVES
 STRATEGIC LEADERSHIP
FRAMEWORK
Analyze external Analyze internal
environment environment
Vision

Mission

FEEDBACK Formulate Strategy FEEDBACK

Implement Strategy

Strategic Competitiveness
Above Average Returns
FUNCTIONS OF STRATEGIC
LEADERSHIP
Achieving
Common
TASKS

Building &
Motivating &
Maintaining
developing
TEAM
INDIVIDUAL
 CHARACTERISTICS OF A
STRATEGIC LEADER
• INTELLIGENCE
• IMAGINATION
• HUMILITY
• WISDOM
• CHARACTER
 FUNCIONS OF STRATEIC
LEADER
• PROVIDING DIRECTION
• GETTING STRATEGY& POLICY RIGHT
• MAKING IT HAPPEN
• ORGANIZING&/OR REORGANIZING
• RELEASING CORPORATE SPIRIT
• RELATING TO ORG & OTHER ORG
• DEVELOPING TOMORROW’S LEADERS
 STEWARDSHIP& SERVANT
LEADERSHIP
• STEWARDSHIP EMPLOYEE FOCUSSED
FORM OF LEADERSHIP THAT EMPOWERS
FOLLOWERS TO MAKE DECISIONS & HAVE
CONTROL OVER THEIR JOBS
• SERVANT LEADERSHIP-TRANSCENDS
SELF INTEREST TO SERVE THE NEEDS OF
OTHERS , BY HELPING THEM GROW
PROFESSIONALLY & EMOTIONALLY
FRAMEWORK FOR STEWARDSHIP

• Strong teamwork orientation

• Decentralized decision making and
power
• Equality assumption
• Reward assumption
 VALUES OF STEWARDSHIP

Equality Effective listening

Assumptions

Stewardship

Reward
Assumption Decentralization
 FRAMEWORK FOR SERVANT
LEADERSHIP
• Helping others discover their inner
spirit
• Earning and keeping others trust
• Service over self interest
• Effective listening
 GUIDELINES TO SERVANT
LEADERSHIP
Service to others over Teamwork
self interest Orientation

Servant leadership

Earning and keeping Helping others

others trust discover their inner
spirit