1. Participative Management And
Change-Oriented Leadership
Leadership & Ethic for Managers
Unit 4 Group Project
July 04, 2010
Broadaway, Antwan; Figueroa, Ricardo;
Gatlin, Kenyatta; Imbo, Samuel &
Zevallos, Edmundo

2. Participative Management And
Change-Oriented Leadership
Presentation Overview
The purpose of this presentation is to
analyze and discuss the change process. This research
also talks about some elements necessary to
successfully plan and implement change within an
organization, and also talks about the way followers
view it.

3. Participative Management And
Change-Oriented Leadership
Participative schemes and
Leadership
 Employee participation benefits
 When to use Participation
 When not to use participation

4. Participative Management And
Change-Oriented Leadership
Participative Management
 The role of culture
 The leaders role
 Self management teams

5. Participative Management And
Change-Oriented Leadership
Advantages and Disadvantages of
Change-Oriented Leadership
Change-oriented Leadership
ADVANTAGES DISADVANTAGES
 Maintain good human relations with the  It has too many responsibilities.
group.  Remove a lot of personal time.
 Is being updated on the topics of interest.  Be responsible when a member makes a
 He is the head and accountable to other mistake.
guidelines  It is not easy; you have to maintain a
 Human meaning is given to the continuous and rapid learning.
administration.  Group confidence is lost when the leader has
You gain appreciation, gratitude and a failure in a project.
respect of people.  It is the anxiety of the external environment,
The lead person builds a person. creating stress and worries.

6. Participative Management And
Change-Oriented Leadership
Expected Behaviors during the Change-
Oriented Leadership Transition (1)
Magnitude of Change Propensity to Change
 Number of stakeholders. •Understanding the need for change.
Time to implement change. •Degree of consensus management.
Number of people hit. •Support from stakeholders.
Degree of cross-functional collaboration •Past history of changes.
required. •Need for cultural change.
Impact on core competencies. •Resources devoted to change.
Issues requiring simultaneous changes •Number of simultaneous change
(technology, culture, organization, etc.)... initiatives.

7. Participative Management And
Change-Oriented Leadership
Expected Behaviors during the Change-
Oriented Leadership Transition (2)
Individual Limitation
 Perceptions  Organizational Design
 Personality  Culture
 Habits  Limitation of resources
 Threat to the power and  Inversions fixed
influence  International
 Fear of the unknown organizations agreements
 Financial reasons

8. Participative Management And
Change-Oriented Leadership
HTI Achieving Change
Visionary Leadership
 Why Visionary Leadership and why this type?
This type of leadership will increase efficiency which
will move the decision making responsibility to our
frontlines.
 The only way to achieve efficiency is to limit supervision:
 Leaders must give workers the opportunity to
develop quality decision making skills.
 Leaders must learn to trust their followers

9. Participative Management And
Change-Oriented Leadership
Exemplary Leadership
There are five practices that are used for exemplary leadership:
 Challenging the process
 Inspiring a shared vision
 Enabling others to act
 Modeling the way
 Encouraging the heart

10. Participative Management And
Change-Oriented Leadership
Implementing Change
Necessary steps for implementing changes:
 Recognition of need for change
 Development of ideas for change
 Adoption of one or more ideas
 Implementing change
 Allocation of resources
 Evaluation of the change process

11. Participative Management And
Change-Oriented Leadership
Activities leading to successful Change
 Approach your followers with the idea of change in the organization
 Discuss ideas with followers and urge their participation
 Brainstorm on selected ideas
 Gradually put the new plan in place (in action)
 Assign tasks to followers, follow up the execution
 Use polls and meetings to evaluate the change process
N.B: Each phase corresponds to one week of labor

12. Participative Management And
Change-Oriented Leadership
Conclusion
In this presentation we discussed the change process
and its impact within the organization.
We also discussed the advantages and disadvantages of change-
oriented leadership,
and proposed an implementation schedule for a successful
organizational change which requires the leader to educate,
and share the vision for change in order to empower
followers.
Better planning of change can decrease the stress level
and ease the transition.

13. Participative Management And
Change-Oriented Leadership
References
Barsh, J., Capozzi, M. M., Davidoson, J. (2010). Leadership and Innovation. Retrieved June 30, 2010, from
http://www.bnet.com/2403-13501_23-243570.html
Kahan, Seth. (2010). Visionary Leadership. Retrieved June 30, 2010, from
http://www.visionaryleadership.com/Articles_and_Resources/visionary_leadership.aspx
Thompson, R. (2010) The Five Practices of Exemplary Leadership , Retrieved June 30, 2010, from
http://www.leaderinsideout.com/the-five-practices.html
Leadership (n.d.), Retrieved on July 02, 2010 from: http://www.monografias.com/trabajos15/liderazgo/liderazgo.shtml
Styles of Leadership (n.d.), Retrieve on July 02, 2010 from: http://www.gestiopolis.com/canales5/ger/elliderazg.htm
Organizational Behavior (n.d.), Retrieve on July 02, 2010 from:
http://www.monografias.com/trabajos30/comportamiento-organizacional/comportamiento-organizacional.shtml
Nahavandi Afsaneh. 2009 The Art and Science of Leadership (5th edition) Upper Saddle River, NJ: Pearson Prentice Hall