leadeship and management of change ag

MR B.TANDARAYEN

BEng, MSc (HRM)

Ministry of Agro Industry & FS

• Leadership

What is Leadership

Process of Leadership

Qualities of a good leader

• Management of Change

Change overview

Preparing for change/change management plan

Resistance to change

Case study

1/31/2017 Attorney General Office 2

INTRODUCTION

All Organisations/Ministries/Departments are concerned with what should be done to achieve sustained high levels of performance through people

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4

What Do You Think?

1 /31 /2017 ATTORNEY GENERAL OFFICE

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“Leadership is the process of directing and influencing the task related activities of group members”

LEADERSHIP VARIABLES

There are five main variables that can

influence leadership behaviour:

1. The tasks and goals of the organisation

2. The leader’s knowledge, skills & attitudes

3. The followers skills, attitudes & motivation

4. The context or situation

5. The resources available


LEADERS & MANAGERS

Leadership is a function above management

A good manager is well organized and works

efficiently

Leaders tend to promote change while

managers tend to produce order, predictability

and the key results expected


LEADERS & MANAGERS (CONT.)

Leaders agitate for change and new approaches,

managers advocate stability and the status quo

But a good leader together with the above, is

someone who encourages others to do better

Leadership is one of the most important and is

quite scarce in the organisation.


KEY NOTE

“Leaders do the right things whereas

managers do things right”


THE NEED INTERACT


TASK INDIVIDUAL

TEAM

INTERACTION………

These three interlocking circles

illustrate the general point that each

area need exerts an influence upon the

other two: they do not form a

watertight compartments


LEADERSHIP FUNCTIONS

I Planning:

>Seeking all available information,

>Defining task, purpose & goal

>Making a workable plan


FUNCS CONT.

II. Initiating: briefing the group on the aims

and the plan

Explaining why aim or plan is necessary

Allocating tasks to staff

Setting standards – individual/group


CONT.

III. Controlling:

Maintaining standard

Influencing

Ensuring all actions are taken towards

objectives

Keeping discussion relevant


LEADERSHIP FUNCTIONS (CONT.)

IV. Supporting

>Expressing acceptance of people and

their contribution

> Encouraging people

>Creating team spirit

>Managing conflict


CONT.

V Informing:

Giving information

continuously

Clarifying tasks and plan

Keeping staff in the picture

Encouraging two way

communication


FINALLY

V. Evaluating:

Evaluating group performance

Helping group to evaluate its own

performance against standards


LEADERSHIP PROCESS


LEADERSHIP STYLE

Contemporary style:

Leader characteristic: Intelligent, Outgoing

personality, strong verbal skills & aggressiveness

And above all to be charismatic: the ability of the

leader to command respect and inspire pride

and faith


LEADERSHIP STYLES

Style theories:

>Autocratic style

>Democratic style

>Laissez faire style


TODAY…..

Contingency Theories:

It is based on a more contextual view and

focus on the importance of the situation

in which leadership is exercised


QUALITIES OF A GOOD LEADER

Trust

Determination – Initiative & perseverance

Humility – modesty; with focus on collective rather than personal recognition/achievement


LEADERSHIP QUALITIES (CONT.)

Honesty

Integrity

Competence

Initiative

Sense of responsibility

Forward-looking


LEADERSHIP QUALITIES (CONT.)

Works with people at all levels

Communicates effectively

Has high ethical standards

Creative / Visionary

Willing to take risk

Without a good leader, an organisation is bound to fail


LEADERSHIP SKILL DEVELOPMENT

The need to develop leadership skills

for personal and organisational success

Leaders are not only born, but you can

develop those skills to bring the best

out of others


SKILL DEVELOPMENT:

FOCUS ON:

1. Vision & Mission

2. Seeking improvement

3. Empowering staff

4. Teaching example

5. Giving encouragement


PREPARING TO BE A LEADER

Try to be the best all the time

Liberate your natural creativity

Uncover your authenticity

Innovate in your areas of influence

Exert more of your hidden potential

Take responsibility


THE LEADER

AS AN AGENT OF

CHANGE

DO YOU AGREE?


MANAGEMENT OF CHANGE

Today all organisations are facing rapid

change like never before

The need to change at all levels of the

organisations to be able to respond to

the expectations of people


REASONS FOR CHANGE


Don’t change for the sake of

change

Do change to enhance organisational

performance

ORGANISATIONAL CHANGE

Planned v/s Unplanned change

Incremental (part) v/s transformational

(fundamental)

There is the need to know which type of

change is going on for all people concerned

in the organisation


CHANGE MANAGEMENT

STEP 1: The need to asses the present

situation of the department/organisation

How things are now

How this present situation prevents/slows

the achievement of objectives in an effective

and efficient way


CHANGE MGT CONT….

STEP 2: There is the need to nurture the

understanding that something must be done to

change the current situation.

The need to have the input from employees

regarding what can be done to change things .

Those who contribute their ideas on how

organisation should change will have a strong

commitment and involvement in making the change

happen


CONT….

STEP 3: Once change is understood and need to be

accomplished, there is the need to communicate, in

terms of transition and process.

The shared vision of the future and the specific

ways everyone will individually benefit in that new

reality


CONT….

STEP 4: The need to have a well

thought out program for change, to

ensure the actual adoption of the

changes in the way expected


CONT.

STEP 5: Once adopted, change can be seen

as institutionalised, within the organisation

and established as the new standard for

performance and measurement of success,

recognition and reward.

The need to look for feedback on the new

ways and still request employees on means

and ways on how to improve their

respective job tasks to achieve even greater

level of efficiency.


RESISTANCE TO CHANGE


TAMING THE CHANGE RESISTANCE BEAST

Any change process is associated with resistance.

Change can only be successful if properly managed.

Hence we need to expect resistance

1. Expect Resistance

2. Accept Resistance

3. Manage Resistance


MANAGING RESISTANCE

1. Engaging and inspiring commitment

The degree of trust that you built with your team

members will pay back

2. Strategy for input and feedback

Initiate involvement in shaping the change, to get the

greatest amount of participation


CONT 3. Providing just in time and just enough training &

coaching

People may need a set of new skills and they may

need to be taught on the phases of the change

process

4. Communicate, Communicate & Communicate

The need to keep people well informed about

everything that is taking place within the

Department/Office. Face to face interaction to be

encouraged.


CONT

5. Tackle the negativity one by one

No need to fight fire by fire in a public and

potentially hazardous situation

This will require patience, open ears and time


CASE STUDY

Group yourself in 6-8 members

Discuss about the case - 10 minutes

Identify one person from each group

for presentation


THANK YOU FOR YOUR

ATTENTION.

Any question?


leadeship and management of change ag

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