TOPIC 10: LEADERSHIP AND CHANGE

MANAGEMENT
Prepared by:
Dr. Nazatul Shima Abdul Rani
School of Management
E-mail: shima.rani@aeu.edu.my
Learning Outcomes
To identify and understand leadership and change management
To identify and understand skill sets for managers/leaders in managing change
To identify and understand change management
To identify and understand the three phases of change
To identify and understand basics of change management
To identify and understand integration of Change Management with Project
Management
To identify and understand leadership transition model
To identify and understand change Management vs. Leadership Management
To identify and understand resistance to change
To identify and understand support for change checklist
To identify and understand management models





Introduction
Change management is the most essential basic skill that leaders and managers need to be
competent.
There are very few work environments where change management is not important.
When leaders or managers are planning to manage change, there are five key principles that
should be managed which are:
1. Different people react differently to change
2. Everyone has fundamental needs that have to be met
3. Change often involves a loss, and people go through the "loss curve"
4. Expectations need to be managed realistically
5. Fears have to be dealt with

Leadership and Change
Management


Skill Sets for Managers/Leaders
in Managing Change
Change Management

The Three Phases of Change

Basics of Change Management

Step 1 & Step 2
Step 3 & Step 4

Step 5 & Step 6

Step 7 & Step 8

Integration of Change Management with
Project Management
Change management needs to be clearly articulated at the outset to maximise success and ensure a smooth transition to the new mode of operation,
rather than added in as an afterthought or at a secondary stage.
In a change project, the volume of work and investment is focused on the process management of change and the compartmental changes. This results
in the sustainability and ROI of change falling short of expectation and may even deteriorate further over time.
Inception of a project which focuses on the people and leadership during change, we can often change the priority and execution of project activities,
which places greater emphasis on project and leadership alignment upfront and during a project.
Time and time again, large corporations invest significant funds into major projects (especially IT in recent history) only to find they have a problem on
their hands. This can be most often traced back to a lack of appropriate change management leadership integrated into the project plan from the
outset, rather than a poor buying decision.
Rather than thinking of change management as something that you deal with later on in the project management life cycle, You may start to integrate it
into your project plan right from the outset. The key outcome for your organisation will be an engaged workforce actively working together to create
and implement change throughout the whole business, with employees at every level sharing the responsibility of improving customer service,
efficiency and profitability

Leadership Transition Model

Keys to a Successful
Leadership Transition
Leverage Time
before
Day One
Make
Day One
a
Smashing Hit
Effective
100 Day &
Yr. One
Plans
Build & Align
Your
Team
Be Thoughtful
about:
Image to Project
Message
Venue
Learn
Build
Relationships
Strategize
Right Folks on
the Bus
Ownership &
Accountability
Fit Strategy to
Context
Where to Focus
Plan Early Wins
Create a Positive Virtuous Cycle Leading to Success
Change Management vs. Leadership Management

Resistance to Change
Phases Description
Stability This phase represents the status quo.
Denial This phase is the initial shock reaction to a negatively perceived change.
Anger In this phase, the person hopes that the change project is not real.
Bargaining This phase is characterized with frustration that is often directed toward
others.
Depression This phase represents the sentiment when bargaining has failed, but also
represents the beginning of acceptance.
Testing This phase is similar to bargaining, except now the person is accepting the
change and figuring out how to succeed under these new conditions.
Acceptance This phase marks the completion of change.
Support for Change Checklist
1. Identify the stakeholders and determine what you need from each stakeholder as well as
what support you are likely to get.
2. Make a case for change. Demonstrate the need for something to change that has both
intellectual and emotional impact.
3. Determine strategies that will help you continue to make the case for change throughout
the life of a project. Keep reminders going on why change is critical.
4. Determine who will lead and who will take part in planning this change.
5. Look for potential resistance. For example, watch for trust in change leaders, do not move
ahead before demonstrating how change is urgent, address fears of people who are
afraid of change.
6. Undertake all subsequent actions un a way that allows you to mitigate problems. Focus
on both technical and human elements of change.
7. Create measures of success and timelines.
8. Keep the change alive. For example, ensure publicity of milestones, spotlight
accomplishments, keep focus on goal, maintain project priority.
9. Develop contingency plans. Identify resistance and turn opposition into support.
10. Celebrate and learn from this change. Highlight successes but also debrief failures.
(Luo, JS. Primary Psychiatry. Vol. 13, No. 8, 2006)

People Task Orientations


The 7 Ss in the Mckinseys Framework;

1. Superordinate goals are the fundamental ideas around which a business is built
2. Structure salient features of the unitss organizational chart and inter connections within the office
3. Systems procedures and routine processes, including how information moves around the unit
4. Staff personnel categories within the unit and the use to which staff are put, skill base, etc
5. Style characterization of how key managers behave in order to achieve the units goals
6. Shared values strategy the significant meanings or guiding concepts that the unit imbues on its members
7. Skills distinctive capabilities of key personnel and the unit as a whole

Lewin Model

Burke-Litwin Model

Weisbords Six-box Model

Kotter's 8-step Change Model

Video Break
Kotters 8 step change model
http://www.youtube.com/watch?v=1NKti9MyAAw
Why six box approach?
http://www.youtube.com/watch?v=09GcJREE5HAhttp://www.youtube
.com/watch?v=09GcJREE5HA
Change Strategy
http://www.youtube.com/watch?v=RmK6yY-ZfiE&feature=fvsr
Lewin Model
http://www.youtube.com/watch?v=bgIxnks9N0U
John Kotter Leading Bold Change
http://www.youtube.com/watch?v=ijCuvSejKD0&feature=related
McKinsey
http://www.youtube.com/watch?v=m30J42D0FOg&feature=related







Thank you