Leadership and Change Module PDF

Buraga, Rosemary L. Learning Module in Leadership and Management in the Profession Week Leadership and Change Copyright 2022(Cert.#)2022-02492-A Buraga, Rosemary L. Learning M...

Buraga, Rosemary L. Learning Module in Leadership and Management in the Profession Week Leadership and Change Copyright 2022(Cert.#)2022-02492-A Buraga, Rosemary L. Learning Module in Leadership and Management in the Profession Learning Outcomes: At the end of the lesson, you are expected to: Discuss leadership of change and their role Identify the primary leadership qualities and styles Discuss appreciative inquiry and appreciative leadership Discuss people's reactions to change and its challenges Learning Content Change Leadership It is the ability to influence and enthuse others through personal advocacy, vision and drive, and to access resources to build a solid platform for change (Higgs and Rowland, 2000). Leadership is often viewed as key to successful change (American Management Association, 1994). Core Skills of a Change Leader Image Source: https://thechangeleadership.com/change-leadership-defined/ Personal leadership “It is the ability to develop and utilize your positive leadership traits to guide the direction of your life instead of letting time and chance determine your course. It begins when you decide to be your own life coach and live by a personal mission Copyright 2022(Cert.#)2022-02492-A Buraga, Rosemary L. Learning Module in Leadership and Management in the Profession statement that reflects your values and life goals” - Leadership Excellence Now, 2021. PERSONAL LEADERSHIP QUALITIES ✓ Vision. Good personal leadership requires an overall game plan, or mission statement, that includes a clear vision of your goals and the leadership qualities you wish to possess. ✓ Self-discipline. Having the self-discipline to use your strengths only for goodwill help your personal growth as well as your ability to positively lead others. ✓ Spirituality. It is the process of honoring forces or a presence greater than ourselves by living out a set of deeply held personal values. It expresses our desire to find meaning in and treat what we do as an offering, and that spiritual component drives us to live life for reasons other than our own personal fulfillment. ✓ Integrity. A leader with integrity will earn respect and trust from his team/ employees. A good and trusted leader has a firm and unwavering principle. ✓ Honesty. It is the cornerstone of personal leadership. A good leader is truthful and always chooses the right path. ✓ Open communication. The ability to communicate with others in an open, honest, and tactful manner is a skill that must be practiced on a regular basis. ✓ Kindness. Be friendly, generous, and considerate to your employees or team. ✓ Legacy building. This entails being aware of the opportunity and responsibility you have to serve your own advancement by serving others. Only you can set the tone and define the performance expectations you have for yourself and others. Seven Primary Leadership Styles 1. Autocratic. It controls all the decisions or makes all the decisions with little input from its members. It is also considered a command-and-control approach. 2. Authoritative. It is also known as “visionary”. It allows individuals in the decision- making power and has absolute control over their members. 3. Pacesetting. A leader leads from the front, constantly sets high standards for their team, and expects them to exceed with little supervision. "Keep up!" is the phrase most indicative of leaders who utilize the pacesetting style. 4. Democratic. They seek employees' opinions before making a decision and allows the creativity of their employees for their growth and development. Copyright 2022(Cert.#)2022-02492-A Buraga, Rosemary L. Learning Module in Leadership and Management in the Profession 5. Coaching. People's hearts and doors are opened by coaching styles. They strive to help people realize their full potential because they believe that everyone possesses power within themselves. 6. Affiliative. The phrase "People come first" is frequently used to describe this type of leadership. This approach is the most up close and personal, and it pays attention to and supports team members' emotional needs. Furthermore, this style is all about fostering harmony and developing collaborative relationships within teams. 7. Laissez-Faire. This allows people to swim with the current, giving the impression or regular feedback that he trusts people to know what to do. This style can be effective if you are in charge of highly skilled, experienced employees who are self-starters and motivated. Appreciative inquiry and Appreciative leadership Appreciative Leadership is grounded in the field of Appreciative Inquiry (AI) defined by Cooperrider & Whitney (2005) as “the co-evolutionary search for the best in people, their organizations, and the world around them. Five Strategies of Appreciative Leadership to know they belong; to feel valued for what they have to contribute; to know where the organization or community is headed; to know that excellence is expected and can be depended on; and to know that they are contributing to the greater good. Appreciative Inquiry (AI) encourages people to investigate existing strengths and successes, both internally and externally. This positive approach leads to exceptional performance by reinforcing relationships and culture, establishing a shared vision and direction, encouraging learning and innovation, and energizing collective action. Distinct phases of AI (the 4-D Cycle) Image Source: https://cvdl.ben.edu/blog/what-is-appreciative-inquiry/ Copyright 2022(Cert.#)2022-02492-A Buraga, Rosemary L. Learning Module in Leadership and Management in the Profession Discovery: participants explore “the best of what is,” identifying the organization’s strengths, best practices, and sources of excellence, vitality, and peak performance. Dream: Participants envision a future that they truly desire – a future in which the or ganization is fully engaged and successful inthe pursuit of its core purpose and strat egic objectives Design: Participants use the best of what is and their visions for the future to create high-impact strategies that move the organization forward in a creative and decisive manner. Destiny (sometimes also called Deploy): Participants implemented the strategies, revising as needed. People's reactions to change Common Reactions to Change and How to Respond to Them (Blanchard,2020) 1) People will feel awkward, ill at ease, and self-conscious. 2) People initially focus on what they have to give up. 3) People will feel alone, even if everyone else is going through the same change 4) People can handle only so much change. 5) People are at different levels of readiness for change. 6) People will be concerned about having enough resources. 7) People will long to revert to their old behavior. The 3 C’s of Change Leadership Researchers found that three skills provide the necessary link between the process and people parts of change. Effective change leadership is defined by the three Cs: 1. Communicate with others. Successful leaders communicated the "what" and "why" of the change, explaining the purpose of the change and how it relates to the organization's values, or explaining the benefits, which increased buy-in and urgency for the change. 2. Work together. Successful leaders encourage their teams to collaborate (teamwork) in order to find the best solutions and get the work done faster. Regardless of any personal conflicts between individuals, the team should cooperate by using their individual skills and providing constructive feedback. 3. Commit. Leaders who were successful ensured that their own beliefs and behaviors supported change as well. They also devoted more of their personal time to the change effort and emphasized the big picture. Unsuccessful leaders were unable to adapt to new challenges, expressed negativity, and were impatient with the lack of results. Copyright 2022(Cert.#)2022-02492-A Buraga, Rosemary L. Learning Module in Leadership and Management in the Profession Challenges to Implementing Change in an Organization In his book, Leading Continuous Change: Navigating Churn in the Real World, Pasmore says the main challenges for implementing change in an organization fall into 4 categories: Understanding the need for change. Awareness of the need for change. Leaders try solutions that are familiar but ineffective in changing circumstances. Their commitments to change lack true conviction, resulting in later abandonment. Framing the change. The scope of the change is set too broadly or too narrowly by leaders. They fail to align key stakeholders or obtain early input from key people within the organization about factors that could affect success. Undertaking the change. Successful leaders must adapt to change or adjust to realities, even if this necessitates revisiting past mistakes or issues. Sustaining the change. Leaders are dealing with change overload; they are having difficulty determining what is truly important and are competing for the resources needed for implementation. Maintaining focus and commitment to a single new initiative or change can easily conflict with another area of change. Copyright 2022(Cert.#)2022-02492-A