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Implementing Organizational Change: Theory and Practice

Bert Spector

Chapter 7

Leading Change

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Learning Objectives

 Define effective leadership.  Explore the difficulty of enacting effective

leadership.  Delineate the tasks associated with leading

change.  Analyze the requirements for developing

future leaders in an organization.

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Building a Vocabulary  Leadership: actions that mobilize adaptive

behavior within an organization  Formal leader: an individual who is granted

authority, usually based on hierarchical position, in an organization

“Think of leadership as an intervention into the organization designed to impact the behaviors of others.”

“Effective leadership can be exercised at all levels of an organization.”

“Effective change leadership mobilizes adaptive behavior on the part of organizational members.”

“Formal leaders have important roles to play as decision-makers, resource- allocators, and occasionally even company symbols.”

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Core Tasks of Change Leadership Develop and articulate clear and consistent sense of purpose and direction for the organization.

Establish demanding performance expectations.

Enable upward communication.

Forge an emotional bond between employees and the organization.

Develop future change leaders.

“The exercise of power is not the same as leadership.”

“Strong, demanding leaders don’t always succeed at leading change.”

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Building a Vocabulary  Organizational purpose: a clearly

articulated and well defined ambition for the organization

“A widespread and common understanding of organizational purpose allows employees to exercise greater autonomy in moving the change effort in its

desired direction. ”

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Shared Purpose Supports Change

Shared Purpose: How It Helps Change

Supports decentralized decision making

Common sense of direction and goals allows employees at multiple

levels to make decisions that further overall purpose of

organization

Supports enhanced autonomy

Employees at all levels understand purpose and goals and can respond quickly and effectively to dynamic

environment

Supports coordination Employees working toward a common goal better able to

coordinate their efforts

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Building a Vocabulary

 Stretch goals: clearly articulated and challenging performance expectations

“Effective change efforts are built on a drive to achieve outstanding

performance.”

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Building a Vocabulary  Upward communication: the flow of

information from lower to higher hierarchical levels in an organization

“Effective leadership involves listening, engaging, and learning as well as communicating.”

“Particularly in situations of strategic renewal and change, formal leaders need to learn about how their effects are proceeding by mutual engagement with

employees at all organizational levels.”

“Take specific steps to ensure that communications is moving both upward and downtown.”

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Building a Vocabulary  Emotional bond: a relationship between

individuals and their organizations based on a deeply felt commitment to the organization’s purpose and goals

“If employees are committed to their organization emotionally as well as

instrumentally, they are more likely to engage in required behavioral changes.”

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Organizational Barriers to Effective Leadership Development

Practice Barrier

Rapid upward mobility Prevents individuals from having to live with consequences of their actions and learning

from their successes and failures

Movement within a single function Individuals never gain knowledge of total

organization, particularly of how subunits fit together

Short-term performance pressures Individuals get better at tactical and

operational management than at long-term strategic and visionary leadership

Recruitment for specific technical skills Internal employee pool is

thin on individuals with real leadership potential

“Inadequate attention to leadership development can ruin a company, even an industry.”

“Rapid upward movement of personnel through the hierarchy can work to hurt an organization’s ability to develop effective leadership.”

“Dominating individual leaders can actually hurt an organization’s ability to change.”

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