Role of leader in change

management
Group E

What is Change?

Lewins change process

in 1947

Readiness to
Move forward to
change means it
adopt a new
Understanding
Change is
changed setup.
that change is
accepted as a
People are most
necessary
new norm in an
fearful from this
Prepare for
organization and
stage of change
leaving the
now the change is
process as they
current state of
a part of routine
have to leave
comfort for the
process.
their current
sake of future
comfort zone;
benefits;
Role of Leadership. Abasyn Journal of Social Sciences Vol. 5 No. 2 Sidra,
Zuhair, Noman & Dr. Sajid 115

Leader as change agent

Roles of leader in change

management
6 roles of a leader

Roles of leader in change

management

The Sponsor:
Champion and advocates for the change at their level in the
organization.
A Sponsor is the person who wont let the change initiative die
from lack of attention, and is willing to use their political capital
to make the change happen

The Role model:

Behaviors and attitudes demonstrated by them are looked upon
by everyone else. . Hence, they must be willing to go first.
Employees watch leaders for consistency between words and
actions to see if they should believe the change is really going
to happen.

The decision maker:

Leaders usually control resources such as people, budgets, and
equipment, and thus have the authority to make decisions (as
per their span of control) that affect the initiative.
During change, leaders must leverage their decision-making
authority and choose the options that will support the initiative.

Roles of leader in change

management

The Voice:
They communicate often to share information, keep people
updated and offer encouragement to make the change message
more strong and relevant.
The Voice is transparent and consistent.

The motivator:
They need to be a motivator for change to the people to those
who are doing well as well who are finding it difficult to change
The Motivator is energetic and empathetic.

The enforcer:
With their authority, leaders hold people in the organization
accountable for the change.
They uphold agreements and make sure others do the same.
They dont let people get away with not changing, and work to
understand the underlying reasons so they can remove
obstacles.
Leaders follow through on delivering consequences when people

Steps for leader to make change an

efficient process

Proposed by Galpin (1996):

Defining the need to change:

Developing a vision of the result of change:

To derive the best possible desired outcome, it is necessary to empower teams

that can design, test and implement strategies through which change
effectiveness can be assured.

Addressing the cultural aspects of the organization that

will help and sustain change:

For an effective change process, it is required to develop some clear vision about
the outcomes or consequence of the change in an organization.

Leveraging teams to design, test, and implement changes:

At the initial step, it is required to identify the need of change after the
assessment of current situation.

The process of change must have to incorporate with the culture of an

organization as it will facilitate change to strike up with the future challenges
Developing the essential attributes and skills needed to lead the change effort:

Last but not the least, for successful completion of change

process, certain attributes and skills are considered necessary to
be developed.

Personal attributes of change leader

Superrate
Sufficient
Stamina
Persistence
First
human
intelligence
mandate
determination
that stems
to from
makepersonal
it happen
change

As per Ajayi (2002)

Leaders role in managing change

obstacles
There are many obstacles that might come during the change.
Hence, leaders role is to manage the change
Change Obstacles
Employee Resistance
Communication
breakdown
Staff turnover

Leaders Role
Leverage your relationship with your team to address
employee concerns on a personal level.
Ask for their feedback and respond to their concerns
honestly and openly.
Communicate key information to employees on an on-going
and consistent basis.
Engage your team by involving them in the initiative.
Coach, Mentor and enrich their roles.

Five tips for managing

resistance
Do change management right the first time
effective change management can eliminate many of causes of
resistance before it occurs

Expect it
do not be surprised by resistance, expect it and plan for it

Address it formally
incorporate resistance management planning in all phases of your
change management strategy and plan development

Identify the root causes

make sure that you aren't simply responding to the symptom, but
really addressing what is causing the resistance

Engage the "right" resistance managers

senior leaders, managers and supervisors are the "right" people in
the organization to manage resistance

Conclusion
Lowder (2009) and others have discussed
Leadership Model for Change Management
All of them suggest that transformational
leadership is considered as leadership
style having capabilities to bring change
fully in an organization
It focuses on organizational development
Hence, it is the best leadership style for
managing change!

ANNEX

Change management
As a Systematic Process
Change management is the formal process for organizational change, including a
systematic approach and application of knowledge. Change management means
defining and adopting corporate strategies, structures, procedures, and
technologies to deal with change stemming from internal and external conditions.
Society for Human Resources Management, 2007 Change Management Survey
Report 5

As a Means of Transitioning People

Change management is a critical part of any project that leads, manages, and
enables people to accept new processes, technologies, systems, structures, and
values. It is the set of activities that helps people transition from their present way
of working to the desired way of working.
Lambeth Change Management Team, Change Management Toolkit.

As a Competitive Tactic
Change management is the continuous process of aligning an organization with its
marketplaceand doing so more responsively and effectively than competitors.
Lisa M. Kudray and Brian H. Kleiner, Global Trends in Managing Change, Industrial
Management, May 1997