Do you know Goleman model?

1. LEADING CHANGE
Leadership styles and skills;
Different leadership for different phases of change
Nguyen Ngoc Minh Tri
Nguyen DuyLinh
Huynh HanhNguyen
Management of Change-Leading Change 1

2. Leadership styles and skills
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3. Coercive
Authoritative
Affiliative
Short definition
Telling people what to do when
Persuading andattracting people with an engaging vision
Building relationships with people through use of positive feedback
When to use this style
When there is a crisis
When step change is required. When manager is both credible and enthusiastic.
When relationships are broken
Disadvantages of this style
Encourages dependencePeoplestop thinking.
Has a negative effect if manager is not credible
Not productive if it is the only style used
•Goleman: leadership that gets results
•A set of six distinct leadership styles

4. Democratic
Pace-setting
Coaching
Short definition
Asking the team what they think, and listening to this
Raising the bar and asking for a bit more. Increasing the pace.
Encouraging and supporting people to try new things. Developing their skills.
When to use this style
When the team members have something to contribute
When team members are highly motivated and highly competent
When there is a skills gap
Disadvantages of this style
May lead nowhere if team is inexperienced
Exhausting if used too much. Not appropriate when team members need help.
If manager is not a good coach, or if individual is not motivated, this style will not work

5. LEADERSHIP STYLES AND SKILLS
•Goleman: the importance of emotional intelligence for successful leaders
•Sets out allallthe competencies required to be a successful leader
•Research from 181 different management competence models:
67% of essential ability for manager competencyare emotional competencies
Emotional competencies are as twice as important asintellectual competencies

6. LEADERSHIP STYLES AND SKILLS
•Goleman: the importance of emotional intelligence for successful leaders (cont)
•Four dimensions of emotional competencies
self-awareness
self-management
social awareness
social skills

7. Self-awareness
Knowing one’s internal states, preferences, resources, and intuitions
Self-management
Managing one’s internal states, impulses, and resources
•Emotional awareness: recognizing one’s emotions and their effects
•Accurate self-assessment: knowing one’s strengths and limits.
•Self-confidence: a strong sense of one’s self-worth and capabilities.
•Self-control: keeping disruptive emotions and impulses in check
•Trustworthiness: maintaining standards of honesty and integrity.
•Conscientiousness: taking responsibility for personal performance
•Adaptability: flexibility in handling change.
•Achievement orientation: striving to improve or meeting a standard of excellence.
•Initiative: readiness to act on opportunities.

8. Social awareness
Awareness of others’ feelings, needs, and concerns
Social skills
Adeptness at inducing desirable responses in others
•Empathy: sensing others’ feelings and perspectives, and taking an active interest in their concerns
•Organizational awareness: reading agroup’s emotional currents and power relationships
•Service orientation:anticipating, recognizing, and meeting others’ needs
•Developing others: sensing others’ development needs and bolstering their abilities.
•Leadership:inspiringand guiding individuals and groups.
•Influence: wielding effective tactics for persuasion.
•Communication: listening openly and sending convincing messages.
•Change catalyst: initiating or managing change.
•Conflict management: negotiating and resolvingdisagreements.
•Buildingbonds: nurturing instrumental relationships.
•Teamwork and collaboration: working with others toward shared goals. Creating group synergy in pursuing collective goals.

9. LEADERSHIP STYLES AND SKILLS
•Goleman: the importance of emotional intelligence for successful leaders (cont)
•Self-awareness is the heart of emotional intelligence.
•Inner leadership: Self-awareness, Self-management, Social awareness
•Outer leadership: Social skills

10. LEADERSHIP STYLES AND SKILLS

11. Different leadership for different phases of change
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12. Cameron and GreenInner and outer leadership
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13. In our own experience of working with leaders on change processes, it is important to establish phases of changeso that plans can be made and achievements recognized. This phasing also enables a leader to see the need for flexibilityin leadership style, as the change moves from one phase into another phase. We have identified both the outerleadership and innerleadership requirements of a leader of change for each phase.

14. Phase of change
Establish the need for change: the leader illuminates a problem area through discussion

15. •Building the change team: the leader brings the right people together and establishes momentum through teamwork

16. •Creating vision and value: the leader work with the group to bring the picture of success.

17. •Communicating and engaging: the leader plays his or her role in communicating direction, giving it meaning, being clear about timescale and letting people know that parts they will be playing

18. •Empowering powers: the leader entrust those who have been involved in the creation of the new vision of key tasks

19. •Noticing improvement and energizing: the leaders stay interested in the process This involves the ability juggle lots of different projects and initiatives

20. •Consolidating: the leader encourage people to take stock of where they are and reflect on how much has been achieved.

21. RosabethMoss KanterLearning how to persevere
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22. Management of Change-Leading Change 22
Highlights the need for keeping goingin the change process, even when it gets tough…
…the difficulties will come after the change is begun.

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1.Tune into the environment.Create a network of listening posts to listen and learn from customers.
2.Challenge the prevailing organizational wisdom.Promote kaleidoscopic thinking. Send people far afield, rotate jobs and create interdisciplinary project teams to get people to question their assumptions.
3.Communicate a compelling aspiration.This is not just about communicating a picture of what could be, it is anappealto betterourselvesand become something more. The aspiration needs to be compelling as there are so many sources of resistance toovercome.
4.Build coalitions.Kantersays that the coalition-building step, though obvious, is one of the most neglected steps in the change process. She says that change leaders need the involvement of people who have the resources, the knowledge and the political clout to make things happen.

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•Transfer ownership to a working team. Once a coalition is formed , others should be brought on board to focus on implementation. Leaders need to stay involved to guarantee time and resources for implementers. The implementation team can then build its own identity and concentrate on the task.
•Learn to persevere. Kantersays that everything can look like a failure in the middle. If you stick with the process through the difficult times (see box), good things may emerge. The beginning is exciting and the end satisfying . It is the hard work in the middle that necessitates the leader’s perseverance .
•Make everyone a hero. Leaders need to remember to reward and recognize achievements. This skill is often underused in organizations, and it is often free! This part of the cycle is important to motivate people to give them the energy to tackle the next change process.

25. Management of Change-Leading
Change
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STICKY MOMENTS IN THE MIDDLE OF CHANGE AND HOW TO GET UNSTUCK
Forecasts fall short.Change leaders must be prepared to accept serious departures from plans, especially when they are doing something new and different.
Roads curve.Expect the unexpected. Do not panic when thepathof change takes a twist or aturn.
Momentum slows.When the going gets tough it is important to review what has been achieved and what remains –and torevisitthe mission.
Critics emerge.Critics will emerge in the middle when they begin to realize the impact of proposed changes. Change leaders should respond to this, remove obstacles and move forward.
Source:Kanter(2002)

26. BridgesLeading people through transition
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27. Leadership for the ending
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Study the changecarefullyand identify who is likely to lose what.
Acknowledge these losses openly –it is not stirring up trouble. Sweeping losses under the carpet stirs up trouble.
Allow people to grieve andpubliclyexpress your own sense of loss.
Compensate people for their losses. This does not mean handouts! Compensate losses of status with a new type of status. Compensate loss ofcorecompetence with training in new areas.
Give people accurate information again and again.
Define what is over and what is not.
Find ways to ‘mark the ending’.
Honourrather than denigrate the past.

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Tell me about your last day in high school?

29. Leadership for the neutral zone
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This is the time when for instance, the reorganization has been announced, but the new organization is not in place, orunderstood, or working. Anxiety levels go up and motivationgoes down, and discordamongst the team can rise. This phase needs to be managed well, or it can lead to chaos.
Explain the neutral zone as an uncomfortable time which with careful attention can be turned to everyone’s advantage.
Choose a new and moreaffirmativemetaphor with which to describe it.
Reinforce the metaphor with training programmes, policy changes and financial rewards for people to keep doing their jobs during the neutral zone.
Create temporary policies, procedures, roles and reporting relationships to get you through the neutral zone.
Set short-range goals and checkpoints.
Set up a transition monitoring team to keep realistic feedbackflowingupward during the time in the neutral zone.
Encourage experimentation and risk taking. Be careful not to punish all failures.
Encourage people to brainstorm many answers to the old problems –the ones that people say you just have to live with. Do this for your own problems too.

30. Leadership for the new beginning
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Distinguish in your own mind the difference between the start, which can happen on a planned schedule, and the beginning, which will not.
Communicate the purpose of the change.
Create an effective picture of the change and communicate it effectively.
Create a plan for bringing people through the three phases of transition, and distinguish it from the change management plan.
Help people to discover the part they will play in the new system.
Build some occasions for quick success.
Celebrate the new beginning and the conclusion of the time of transition.

31. Thank you for your listening!
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