Transformational Leadership Professor Debbie Nightingale November 13. 2002
Transformational Leadership Transformational Leadership Professor Debbie Nightingale Professor Debbie Nightingale November 13, 2002 November 13, 2002
i Management Vs Leadership Management Leadership Planning budgeting Establishing direction Organizing& staffing Aligning people Controlling problem solving Motivating inspiring Produces a degree of predictability. Produces change, often to a order dramatic degree Has potential to consistently Has potential to produce extremely produce short term results useful change(e.g, new products expected by various stakeholders that customers want. new ( e.g., for customers always being approaches to labor relations that on time; for stockholders, being on help make a firm more competitive budget Source: John P Kotter, Leading change, Harvard Business School Press Nightingale @2002 Massachusetts Institute of Technology s
2 Management Vs. Leadership Management Vs. Leadership • Planning & budgeting • Organizing & staffing • Controlling & problem solving • Establishing direction • Aligning people • Motivating & inspiring Management Management Leadership Leadership • Produces a degree of predictability & order • Has potential to consistently produce short term results expected by various stakeholders (e.g., for customers always being on time; for stockholders, being on budget) • Produces change, often to a dramatic degree • Has potential to produce extremely useful change (e.g., new products that customers want, new approaches to labor relations that help make a firm more competitive Source: John P. Kotter, Leading Change, Harvard Business School Press Nightingale © 2002 Massachusetts Institute of Technology
8 Steps to Transforming Your Organization Establishing a Sense of Urgency Forming a Powerful Guiding Coalition Creating a Vision Communicating the vision Empowering Others to Act on the Vision Planning for and Creating Short-Term Wins Consolidating Improvements and Producing Still More Change Institutionalizing New Approaches Source:John P Kotter, Leading Change, Harvard Business School Press @2002 Massachusetts Institute of Technology
1 2 3 4 5 6 7 8 8 Steps to Transforming Your Organization 8 Steps to Transforming Your Organization Establishing a Sense of Ur Establishing a Sense of Urgency Source: John P. Kotter, Leading Change, Harvard Business School Press Forming a Powerful Guiding Coalition Forming a Powerful Guiding Coalition Creating a Vision Creating a Vision Communicating the Vision Communicating the Vision Empowering Others to Act on the Vision Empowering Others to Act on the Vision Planning for and Creating Short Planning for and Creating Short-Term Wins Term Wins Consolidating Impr Consolidating Improvements and Producing Still More Change ovements and Producing Still More Change Institutionalizing New Approaches Institutionalizing New Approaches Nightingale © 2002 Massachusetts Institute of Technology 3
Establishing a Sense of Urgency EXamine market and competitive realities Identify and discuss crises, potential crises, or major opportunities Create the burning platform 50%of companies fail at this stage Underestimate difficulty in driving people out of comfort zone → Lack of patience-“ get on with it → Complacency Source:John P Kotter, Leading Change, Harvard Business School Press @2002 Massachusetts Institute of Technology
• Examine market and competitive realities • Identify and discuss crises, potential crises, or major opportunities • Create the “burning platform” • 50% of companies fail at this stage ➥ Underestimate difficulty in driving people out of comfort zone ➥ Lack of patience - “get on with it” ➥ Complacency 1Establishing a Sense of Urgency Establishing a Sense of Urgency Source: John P. Kotter, Leading Change, Harvard Business School Press Nightingale © 2002 Massachusetts Institute of Technology 4
Sources of Complacency The absence of a major and visible crisis Too much happy talk from senior management Too many visible resources Human nature, with its ow overall s capacity for denial performance especially if people are Complacency standards already busy or stressed Organizational A kill-the-messenger-of- structures that focus bad-news low-candor employees on narrow low-confrontation culture functional goals A lack of sufficient Internal measurement performance feedback systems that focus on the from external sources wrong performance indexes sAMSAN Source: John P Kotter, Leading change, Harvard Business School Press Nightingale e 2002 Massachusetts Institute of Technology 5
5 Sources of Complacency Sources of Complacency Complacency Complacency Too many visible resources Low overall performance standards Organizational structures that focus employees on narrow functional goals Internal measurement systems that focus on the wrong performance indexes A lack of sufficient performance feedback from external sources A kill-the-messenger-ofbad-news, low-candor, low-confrontation culture Human nature, with its capacity for denial, especially if people are already busy or stressed The absence of a major and visible crisis Too much happy talk from senior management Source: John P. Kotter, Leading Change, Harvard Business School Press Nightingale © 2002 Massachusetts Institute of Technology