NGHỆ THUẬT LÃNH ĐẠO

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Giáo sư John Maxwell, người được tôn vinh như là bậc thầy về nghệ thuật lãnh đạo và cũng là tác giả nổi tiếng với hơn 13 triệu ấn bản được phát hành. Tổ chức của ông đã đào tạo hơn 2 triệu nhà lãnh đạo trên khắp thế giới.

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NGHỆ THUẬT LÃNH ĐẠO MSMH: NS301DV01
Chapter 5: Leading Change
Purpose After studying this chapter, you will be able to: ● Define change and explain the forces for change ● Describe types of change and explain the change process ● Summarize the reasons for resistance to change and possible solutions ● Present the leadership practices necessary to implement change, including the importance of vision ● Highlight the organization characteristics that support change
Content ● Forces for change ● Types and process of change ● Resistance to change and solutions ● Leading change ● Creativity and improvisation ● Changing how organizations approach change
Chapter 5 5.1- Forces for Change
Change and Innovation ● Change is the transformation or adaptation to a new way of doing things. ● Innovation is the use of resources and skills to create an idea, product, process, or service that is new to the organization or its shareholders.
Targets of Change
Forces for Change Forces for change are both external (in the environment) and internal. ● Changes in the environment include factors such as social trends, cultural and demographic changes, political shifts, the economy, and technological advances. ● Force for change inside organizations is the performance gap – the difference between expected and actual performance, the new leadership at any level.
Forces for Change
Chapter 5 5.2- Culture and Change
Culture and Change ● As pressure for change increases from inside and outside of organizations, not all leaders react and respond the same way. ○ Some perceive the pressure as a threat; others see it as an opportunity. ● One factor that determines the way leaders and their followers perceive pressures for change is culture, both at the national and organizational levels.
Culture and Change ● In cultures where people do not easily tolerate uncertainty and ambiguity, pressure for change is seen as a threat, and is either ignored or carefully planned and managed. ● In cultures where change is tolerated and perceived as an opportunity, ○ leaders deal with change by making quick changes to their organizations, and implementing short-term strategies that address the immediate pressures relatively more quickly than in other cultures.
Culture and Change ● Leaders from present-oriented cultures, where time is linear, are likely to react fairly quickly to change and focus on short-term planning. ● Leaders from past- and future-oriented cultures are less likely to react quickly to change, taking time to plan and to consider the long-term impact of their actions.
Chapter 5 5.3- Types and Process of Change
Types of Change Types of Change Description Planned Change that occurs when leaders or followers make a conscious effort to change in response to specific pressure or problem. Unplanned Change that occurs randomly and suddenly without the specific intention of addressing a problem. Evolutionary Gradual or incremental change. Convergent Planned evolutionary change that is the result of specific and conscious actions by leaders of followers to change the organization.
Model for Change Kurt Lewin's Model of Change: a three-stage process ● Unfreezing: ● Changing: ● Refreezing:
Lewin's Model of Change ● Unfreezing: ○ The existing practices and behaviors are questioned, and motivation to change develops. ○ Leaders help followers “unfreeze” and realize that there is a need for change.
Lewin's Model of Change ● Changing: ○ New practices and policies are implemented, and new behaviors and skills are learned. ○ Leaders support followers, emphasize the importance of the change, correct the course as needed…
Lewin's Model of Change ● Refreezing: ○ The newly learned behaviors and freshly implemented practices are encouraged and supported to become part of the employees’ routine activities. ○ Leaders coach, provide training, and use appropriate reward systems to help solidify the changes that have been implemented.