1) The document discusses leadership, management, and change. It defines leadership as influencing others to achieve goals and management as accomplishing work through others. 2) Managing change in an organization is complex and often essential for development. Change can focus on structure, technology, people, or tasks. 3) For change to be successful there must be dissatisfaction with the current situation, a clear vision and model for change, an effective process, and resistance must be overcome. 4) The document also discusses charismatic leadership and how it differs from transformational leadership, with the latter focusing more on higher purpose and values rather than personal charm alone.

1. LEADERSHIP AND CHANGE
Reported by:Khalil Darvishali
SUBMITET TO : Dr. Melodina C. Esteban
khalil darvishali 10/19/2012 1

2. Definition :
Leader :
is person who influence the people or the group
towards achievement of goal.
 Management :
Accomplishment of work trough efforts of other
people.  Work done from people. Process of
planning, organizing, controlling, to determine
and accomplish the objective. Minimum input
and max output
khalil darvishali 10/19/2012 2

3.  Management
 This is the process of setting objectives and
making the most efficient use of financial,
human and physical resources to achieve these
objectives. Key tasks include planning, control
and co-ordination.
 Leadership
 Influencing others to achieve certain aims or
objectives. Effective leadership skills can help a
manager to carry out their duties
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4.  Managing a process of change in an
organization can be a highly complex task
and is often essential for effective
organizational development
khalil darvishali 10/19/2012 4

5.  change may focus on 1 of 4 subsystems in an
organization:
 Structure - levels of hierarchy, spans of
authority, centralisation.
 Technology - complexity, degree of employee
usage, operator control & responsibility.
 People - values, beliefs, attitudes, motives,
drives, competencies.
 Task - job design, repetitiveness, physical &
cognitive demands, autonomy & discretion.
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6. C=DxMxP>R
C -Change
 D -Dissatisfaction
 M -Change Model (Vision)
 P -Process
 R -Resistance
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7.  Dissatisfaction –Followers who are relatively
content are not apt to change; malcontents are
much more likely to do something to change the
situation – this can be positive or negative.‡
 Follower’s emotions are fuel for change and
change often requires a considerable amount of
fuel.
 The key for leadership practitioners is to
increase dissatisfaction to the point where
followers are inclined to take action, but not so
much that they decide to leave the organization
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8.  Model -four components
 Environmental scanning
 Vision
 Identification of needed changes
 New goals
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9.  Process -Development and execution of the
change plan.
 Outline of sequence of events,deliverables,
responsibilities,timelines, metrics, and
feedback mechanisms.
 Inability to execute major reason for
executive failure
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10.  Frustrations caused by expectingtoo much
 Fear of loss -power, relationships,rewards,
competence, identity.
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12.  Enthusiasm and passion
 Greek word meaning “divinely inspired gift”.
 Charisma is a positive and compelling quality
of a person that makes many others want to
be led by that person.
 Charisma is based on perceptions
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13.  it is leadership based on the leader's ability
to communicate and behave in ways that
reach followers on a basic, emotional way, to
inspire and motivate.
 It's difficult to identify the characteristics that
make a leader "charismatic", but they
certainly include the ability to communicate
on a very powerful emotional level, and
probably include some personality traits.
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14.  Charismatic leaders are able to use their
personal charm to get things done. This can
be an extremely powerful way to lead others.
In fact, such strong charismatic influence can
be achieved over followers that these leaders
can make certain individuals accomplish
some pretty fantastically tasks.
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16. 1-Vision – future oriented, perceive
fundamental discrepancies, vision to overcome
present shortcomings.
 Vision is often collaborative. Values serve as
moral compass.
 Leader’s vision helps followers interpret
events and actions in terms of a common
perceptual framework.
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17. 2-Rhetorical skills – gifted ability to share
vision.
 heighten follower’s emotions
 Inspire followers
 Metaphors, analogies, stories Not logical
argument.
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18. 3-Image and Trust –
 unshakable self-confidence
 moral conviction,
 personal example,
 self-sacrifice,
 unconventional tactics or behavior.
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19. 4-Personalized Leadership –
 Strong personal bonds with followers
 Sensitive to emotional states of followers
 Emotionally expressive (non-verbal behavior)
 Empower followers by building self-efficacy
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20. 1-Identification with Leader & Vision –
 Strong affection for leader
 Sharing of beliefs
 See implementation of vision as a solution to
their problems.
 Need for approval way beyond contract
relationship
 Charismatic leaders capitalize on
dissatisfaction
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21. 2-Heightened Emotions -
 Increased levels of effort and performance
 Polarizing effect
3-Willing Subordination -
 Deference to leader’s authority
 Leader can do no wrong
 Unquestioned authority
4-Feelings of Empowerment –
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22. 1-Crises –
 Followers who are content see little need for
charismatic leader.
 Allows leaders to break the rules
2-Task Interdependence –
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23.  Transactional leadership occurred when
leaders and followers were in some type of
exchange relationship in order to get needs
met.(rewards and punishments)
 The second form of leadership is
transformational leadership, which serves to
change the status quo by appealing to
followers’ values and their sense of higher
purpose.
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24.  See themselves as change agents
 Visionaries who trust intuition
 Risk takers, but not reckless
 Have established core values
 Exceptional cognitive skills
 Believe in people and sensitive to their needs
 Flexible, open, life-long learners
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25.  Accepts Organizational Goals
 Uses External Motivators
 Works Within Existing System
 Takes Action
 Directive
 Dominating
 Action-Oriented
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26. All transformational leaders are charismatic,
But
not all charismatic leaders are
transformational.
khalil darvishali 10/19/2012 26

27.  Much of what we know about the leader,
follower, and situational characteristics
associated with charismatic or transformational
leaders comes from research on Bass's Theory of
Transformational and Transactional Leadership.
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28.  Bernard M. Bass (1985), extended the work of
Burns (1978) by explaining the psychological
mechanisms that underlie transforming and
transactional leadership. Bass introduced the
term "transformational" in place of
"transforming." Bass added to the initial
concepts of Burns (1978) to help explain how
transformational leadership could be
measured, as well as how it impacts follower
motivation and performance
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29.  Transformational leadership can be observed in all
countries, institutions, and organizational levels,
but was more prevalent in public institutions and at
lower organizational levels.
 Transformational leadership is a significantly better
predictor of organizational effectiveness than
transactional or laissez-faire leadership.
 Laissez-faire leadership was negatively correlated
with effectiveness.
 Possible for leaders to systematically develop their
transformational and transactional leadership skills.
 The fact remains that charisma ultimately exists in
the eyes of the beholder.
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30.  http://www.scribd.com
 http://www.unfortu.net
 http://leadershipchamps.wordpress.com
 http://www.money-zine.com/Career-Development
 http://leadertoday.org/faq/charisma.htm
 http://en.wikipedia.org/wiki/Transactional_leadership
 http://en.wikipedia.org/wiki/Transformational_leadership
 http://www.strategosinc.com/leadership_transactional.htm
 http://www.scribd.com
 http://en.wikipedia.org/wiki/Transformational_leadership
 http://en.wikipedia.org/wiki/Transactional_leadership
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