Managing Change in the

Workplace
LEADING WITH IMPACT
Learning Objectives 2

 Understand the full meaning of leadership and see the

leadership potential in yourself and others.
 Know the distinction between people-oriented and task-
oriented leadership behavior and when each should be used.
 Recognize the traditional functions of management and the
fundamental differences between leadership and
management.
 Explain the difference between soft power and hard power
and identify specific types of power in organizations.
 Identify your own traits that you can transform into strengths
and bring to a leadership role.
Are you a Leader?
Leadership 4

Influence based relationship

among leaders and followers
who intend real changes and
outcomes that reflect their
shared purposes.
What Leadership Involves 5
Examples of Great Leaders… 6
Levels of Leadership 7
Importance of Leadership in an 8

Organisation
Make contributions to organization
Enhance and elicit cooperation
Encourage teamwork
Motivate employees to generate
good work
Theories of Leadership 9

Great man theories

• Leadership was conceptualized as a single Great

Man who put everything together and influenced
others to follow along based on the strength of
inherited traits, qualities, and abilities

Trait theories

• Leaders had particular traits or characteristics that

distinguished them from non-leaders and
contributed to success
Theories of Leadership 10

Behavior theories
• Leaders’ behavior correlated with leadership
effectiveness or ineffectiveness

Contingency theories
• Leaders can analyze their situation and tailor their
behavior to improve leadership effectiveness
• Known as situational theories
• Emphasized that leadership cannot be
understood in a vacuum separate from various
elements of the group or organizational
situation
Theories of Leadership 11

Influence theories

• Examined the influence processes between

leaders and followers
• Charismatic leadership - Influence based on
the qualities and personality of the leader

Relational theories

• Focused on how leaders and followers

interact and influence one another
• Transformational leadership and servant
leadership are two important relational
theories
Qualities of Effective Leaders 12

Sources: Bass and Stogdill’s Handbook of Leadership: Theory, Research, and Management Applications, 3rd ed. (New York: The Free Press, 1990), pp. 80–81;
S. A. Kirkpatrick and E. A. Locke, “Leadership: Do Traits Matter?” Academy of Management Executive 5, no. 2 (1991), pp. 48–60; and James M. Kouzes and
Barry Z. Posner, The Leadership Challenge: How to Get Extraordinary Things Done in Organizations (San Francisco: Jossey-Bass, 1990)
Leadership Traits & Skills 13
 The Big Five Model of
Personality Dimensions

Conscientiousness Openness to
Extraversion Responsible, Experience
Sociable, gregarious, dependable, Curious, imaginative,
and assertive persistent, and artistic, and sensitive
organized

Agreeableness Emotional Stability

Good-natured, Calm, self-confident,
cooperative, and secure under stress
trusting (positive),
Leadership Styles 15

Sources: Based on Marilyn R. Zuckerman and Lewis J. Hatala, Incredibly American: Releasing the Heart of Quality (Milwaukee, WI: American Society for
Quality, 1992), pp. 141–142; and Mark O’Connell, Gary Yukl, and Thomas Taber, “Leader Behavior and LMX: A Constructive Replication,” Journal of
Managerial Psychology 27, no. 2 (2012), pp. 143–154
Leadership and Power 16

Hard / Formal Power Soft Power

Coercive power Expert power

Power to reward Referent Power
Legitimate power Charismatic power
Some Thoughts for Discussion 17

What does the word “leadership” mean to you?

Do you see yourself as a leader? If so in what

ways?

What type(s) of leaders do organisations need

in order to achieve their missions and visions.
Management is not Leadership

Source: Based on John P. Kotter, A Force for Change: How Leadership Differs from Management (New York: The Free Press, 1990) and ideas in Kevin
Cashman, Lead with Energy, Leadership Excellence, (December 2010) :7; Henry Mintzberg
Leadership Evolution 19
Learning to Be a Leader 20

Source: Based on “Guidelines for the Apprentice Leader,” in Robert J. Allio, “Masterclass: Leaders and Leadership—Many Theories, But What Advice Is Reliable?”
Strategy & Leadership 41, no. 1 (2013): 4–14.
Class Activities 21

 Case Discussion and Presentation

 Games
 Leadership Survey