GROUP 4

ORGANIZATIONAL CHANGE PRACTICE

1. What is Leadership?
 A simple definition is that leadership is the art of motivating a group of people to act
toward achieving a common goal. In a business setting, this can mean directing workers
and colleagues with a strategy to meet the company's needs.

2. What is a leader?
A leader is a person who convinces other people to follow. A great leader inspires
confidence in other people and moves them to action.

A leader is someone who can see how things can be improved and who rallies people to
move toward that better vision. Leaders can work toward making their vision a reality
while putting people first.

3. Are leaders born or made

While there are people who seem to be naturally endowed with more leadership abilities
than others, anyone can learn to become a leader by improving particular skills. History
is full of people who, while having no previous leadership experience, have stepped to
the fore in crisis situations and persuaded others to follow their suggested course of
action. They possessed traits and qualities that helped them to step into roles of
leadership.

Erika Andersen, author of "Leading So People Will Follow," says that, like most things,
leadership capability falls along a bell curve. So the fact is that most folks who start out
with a little of innate leadership capability can actually become very good, even great
leaders.

4. What are the Leadership Qualities that make good leaders?

 Integrity. The importance of integrity should be obvious. Though it may not
necessarily be a metric in employee evaluations, integrity is essential for the
individual and the organization. It’s especially important for top-level executives
who are charting the organization’s course and making countless other
significant decisions. Our research show that integrity may actually be a potential
blind spot for organizations. Make sure your organization reinforces the
importance of integrity to leaders at various levels.
 Ability to Delegate. Delegating is one of the core responsibilities of a leader, but
it can be tricky to delegate effectively. The goal isn’t just to free yourself up — it’s
also to enable your direct reports, facilitate teamwork, provide autonomy, lead to
better decision-making, and help your direct reports grow. In order to delegate
well, you also need to build trust with your team.
 Communication. Effective leadership and effective communication are
intertwined. You need to be able to communicate in a variety of ways, from
transmitting information to coaching your people. And you must be able to
communicate with a range of people across roles, social identities, and more.
Follow these 5 tips to be a more effective communicator, and learn how better
conversations can improve your workplace culture.
 5. What is Leadership Style?
Leadership style is the manner and approach of providing direction, implementing plans,
and motivating people. As seen by the employees, it includes the total pattern of explicit
and implicit actions performed by their leader.

6. DIFFERENT TYPES OF LEADERSHIP

TYPE OF DEFINITION CHARACTERISICTICS EXAMPLE ADVANTAGES DISADVANTAGES

LEADERSHIP
Democratic Democratic Distribution of For example, in a Advantages: Disadvantages:
Leadership leadership is exactly responsibility - A manager company board meeting, ▪ Employees have • Leaders can
(COMMONLY what it sounds like -- that leads democratically will a democratic leader increased job become overly
the leader makes distribute responsibility might give the team a satisfaction and a dependent on the
EFFECTIVE).
decisions based on among his group to facilitate few decision-related sense of expertise and
the input of each participation in decision options. They could then empowerment. experience of
team member. making. open a discussion about ▪ Relationships are subordinates.
Although he or she each option. After a built on mutual trust • Collaboration can
makes the final call, Empowering group discussion, this leader between labor and consume valuable
each employee has members - Leaders must might take the board's management. time getting input
an equal say on a empower their members so thoughts and feedback ▪ Absenteeism is from people who
project's direction. that the members can into consideration, or lower among aren’t in agreement.
accomplish their they might open this employees with a • Fast, incisive
responsibilities. decision up to a vote. stronger commitment decisions may be
Empowerment includes to performance. difficult or even
providing training and ▪ Productivity impossible, resulting
education necessary for increases as a result in missed deadlines.
delegated task completion. of a solutions-centric • Relying on
workforce that has consensus from
Aiding group decision- input. people who are
making process - A major ▪ Creativity and misinformed or lack
role of a democratic leader innovation increase accurate data can be
is to ensure democratic among employees costly.
deliberation in making group through team • Leaders can
decisions. This means that a collaboration. become burdened by
leader should act as a the challenge of
facilitator and mediator overseeing experts
between group members on collaborative
and ensure that a teams.
psychologically healthy and
respectful environment is
maintained.

Autocratic Autocratic leadership Characteristics: An example of this could Advantages: Disadvantages:

is the inverse of ▪ Limited or no input from be when a ▪ It allows for fast • It often leads to
Leadership democratic the subordinates. manager changes the decisions to be micromanagement.
(RARELY leadership. In this ▪ The leader makes all the hours of work shifts for made. • It does not offer a
leadership style, the decisions. multiple employees ▪ It improves overall sense of
EFFECTIVE) leader makes ▪ The leader is in charge without consulting communication and professional
decisions without of the rules, methods and anyone -- especially the productivity. ownership.
taking input from processes the team uses effected employees. ▪ It handles crisis • It creates a work
anyone who reports to reach objectives. situations effectively. culture based on the
to them. Employees ▪ The group’s involvement ▪ It reduces leader.
are neither in important tasks and employee stress. • It creates a system
considered nor decisions remains small or ▪ It counters team of dependence.
consulted prior to a non-existent. inexperience.
direction, and are
expected to adhere to
the decision at a time
and pace stipulated
by the leader.

Laissez-faire The French term Principles: In a young startup, for Advantages: Disadvantages:
"laissez faire" literally •A Strict Hands-Off example, you might see ▪ Gives Employees • Lack of Role
Leadership? translates to "let them Approach a laissez-faire company the Chance to Clarity
(SOMETIMES do," and leaders who • Training and Support founder who makes no Succeed • Everyone May Not
EFFECTIVE) embrace it afford • Trust in Those They major office policies ▪A Freeing Be Able to Handle
nearly all authority to Hired around work hours or Atmosphere the Responsibility of
their employees. • Decisions Are Left to deadlines. They might ▪ Can Facilitate New This Style
Employees put full trust into their Ideas • Indifference
It is also known as • Comfortable with employees while they ▪ Frees the Leader • An Increase in
delegative Mistakes focus on the overall up to Handle Other Conflict
leadership, is a type workings of running the Issues • Lack of
of leadership style in company. ▪ Faster Decision- Accountability
which leaders are Making
hands-off and allow
group members to
make the decisions.

STRATEGIC Strategic leaders sit According to Harvard Advantages: Disadvantages:

at the intersection Business Review, ▪ Strategic • Reliance on
LEADERSHI between a company's strategic leadership Leadership provides predicting the future
P main operations and competencies include six more clarity in the • can hinder the
its growth essential skills: decision-making short-term
(COMMONLY opportunities. He or • Anticipate process. profitability and
EFFECTIVE) she accepts the • Challenge ▪ It adds more clarity productivity of a
burden of executive • Interpret to operations as well. company
interests while • Decide Align ▪ Its action plan • can be rather
ensuring that current • Learn creates a set of inflexible
working conditions objectives and tasks,
remain stable for which are clearly
everyone else. defined.
▪ It provides an
This is a desirable organizational
leadership style in perspective.
many companies
because strategic
thinking supports
multiple types of
employees at once.
However, leaders
who operate this way
can set a dangerous
precedent with
respect to how many
people they can
support at once, and
what the best
direction for the
company really is if
everyone is getting
their way at all times.

TRANSFOR- Transformational Transformational leaders This is a highly Advantages: Disadvantages:

leadership is always specialize in: encouraged form of ▪ It allows for quick • It can face serious
MATIONAL "transforming" and • Working to change the leadership among formulation of a detail challenges.
LEADERSHI improving upon the system growth-minded vision. • It might overlook
company's • Solving challenges by companies because it ▪ It promotes reality and truth.
P conventions. finding experiences that motivates employees to enthusiasm. • It carries the
(SOMETIMES Employees might show that old patterns do see what they're capable ▪ It uses inspiration potential for abuse.
EFFECTIVE) have a basic set of not fit or work of. But transformational to motivate people.
tasks and goals that • Wanting to know what leaders can risk losing
they complete every has to change sight of everyone's
week or month, but • Maximizing their teams’ individual learning
the leader is capability and capacity curves if direct reports
constantly pushing don't receive the right
them outside of their coaching to guide them
comfort zone. through new
responsibilities.
TRANSAC- Transactional leaders Characteristics: When starting a job with Advantages: Disadvantages:
are fairly common ▪ Revel inefficiency a transactional boss, you ▪ It removes doubt • It focuses short-
TIONAL today. These ▪ Tend to be inflexible might receive an or uncertainty from term objectives
LEADERSHI managers reward ▪ Opposed to change incentive plan that an organization or its • It can stifle
their employees for ▪ Focused on short-term motivates you to quickly projects. creativity and
P
(SOMETIMES precisely the work goals master your regular job ▪ It helps in innovation within an
they do. A marketing ▪ Favor structured policies duties. For example, if measuring success. organization.
EFFECTIVE) team that receives a and procedures you work in marketing, ▪ It focuses on • it can result to
scheduled bonus for ▪ Thrive on following rules you might receive a rewarding reliance on the
helping generate a and doing things correctly bonus for sending 10 subordinates. knowledge and
certain number of marketing emails. On the ▪ It provides structure expertise of a single
leads by the end of other hand, a that is clear to person.
the quarter is a transformational leader understand. • it can cause
common example of might only offer you a problems if it only
transactional bonus if your work applies the ‘passive
leadership. results in a large amount management by
of newsletter expectations’
subscriptions. method

COACH- Similarly, to a sports A coaching style of Rather than forcing all Advantages: Disadvantages:
team's coach, this leadership is characterized employees to focus on ▪ People enjoy being • It requires a lot of
STYLE leader focuses on by partnership and similar skills and goals, at work. time and patience.
LEADERSHI identifying and collaboration. When leaders this leader might build a ▪ Expectations are • A special skill set is
nurturing the behave like coaches, team where each clear. required.
P individual strengths of hierarchy, command and employee has an ▪ The organization • Coaching is a two-
(COMMONLY each member on his control give way to expertise or skillset in develops a way street.
EFFECTIVE) or her team. They collaboration and creativity. something different. In competitive • Personal fit and
also focus on Blame gives way to the longrun, this leader advantage. chemistry can impact
strategies that will feedback and learning, and focuses on creating ▪ Weaknesses are the progress
enable their team external motivators are strong teams that can identified and can be
work better together. replaced by self-motivation. communicate well and transformed into
This style offers Barriers fall, teams build and embrace each other's strengths
strong similarities to change is no longer feared unique skillsets in order
strategic and but welcomed. Short-term to get work done.
democratic fire-fighting reactions are
leadership, but puts superseded by longer-term A manager with this
more emphasis on strategic thinking. leadership style might
the growth and help employees improve
success of individual on their strengths by
employees. giving them new tasks to
try, offering them
guidance, or meeting to
discuss constructive
feedback. They might
also encourage one or
more team members to
expand on
their strengths by
learning new skills from
other teammates.

BUREAU- Bureaucratic leaders The characteristics of the You may run into a Advantages: Disadvantages:
go by the books. This bureaucratic style include: bureaucratic leader at a ▪ It removes • It has a structure
CRATIC style of leadership ▪ Leaders impose strict larger, older, or favoritism from the which has limited
LEADERSHI might listen and and systematic discipline traditional company. At equation. forward movement.
consider the input of on the followers, and these companies, ▪ It centralizes • It can be a
P (RARELY employees -- unlike demand business-like when a colleague or duties and roles challenge to
EFFECTIVE) autocratic leadership conduct in the workplace. employee proposes within a team. increase productivity.
-- but the leader ▪ Leaders are empowered a strong strategy that ▪ It promotes higher • It is often based on
tends to reject an via the office they hold:  seems new or non- levels of creativity. a system of quotas.
employee's input if it position power traditional, bureaucratic ▪ It creates a • It is a leadership
conflicts with ▪ Followers are promoted leaders may reject it. stronger level of job style which bases
company policy or based on their ability to Their resistance security. decisions on cost
past practices. conform to the rules of the might be because the ▪ It always seeks to structures.
office. company has already create best • It does not offer
▪ Followers should obey been successful practices. freedom for
leaders because authority with current processes ▪ It is a leadership creativity.
is bestowed upon the and trying something style which offers • It can be difficult
leader as part of their new could waste time or upward scalability. for bureaucratic
position in the company. resources if it doesn't leaders to adapt to
work.  change.
7. Describe Management and its functions
Management is an art of getting things done through and with the people in formally
organized groups. It is an art of creating an environment in which people can perform
and individuals and can co-operate towards attainment of group goals.

Functions of Management:
1.Planning. It is a rational and systematic way of making decisions today that will affect
the future of the company.
2. Organizing. It involves the determination of activities that need to be done in order to
reach the company goals, assigning these activities to the proper personnel, and
delegating the necessary authority to carry out these activities in a coordinated and
cohesive manner.
3. Staffing. It is the function of hiring and retaining a suitable work-force for the
enterprise both at managerial as well as non-managerial levels.
4. Directing. It is concerned with leadership, communication, motivation, and
supervision so that the employees perform their activities in the most efficient manner
possible, in order to achieve the desired goals.
5. Controlling. The function of control consists of those activities that are undertaken to
ensure that the events do not deviate from the pre-arranged plans.
8. What are the Three Management Roles?
A. Interpersonal Role. Management is largely about interpersonal relations
between the manager and people both inside and outside the organization, such
as employees, superiors, suppliers and customers.

As a figurehead, he represents the face of the company when interacting with

people. He also serves as a leader to his team and acts as a liaison between his
team members and upper management. He may occasionally act as a liaison
between the company and suppliers or customers.
B. Informational Role. Management is also about managing information.

Alexander's informational role includes collecting information, receiving

information and disseminating information. For example, Alexander will receive
production goals from his boss and will disseminate, or communicate, them to his
team. He will also collect information on current production and send it to his
boss for review.

C. Decisional Role. Managers are decision makers. In fact, failure to make

decisions will often lead to failure.

Alexander's decisional role includes being an entrepreneur, disturbance

handler, resource allocator and a negotiator. For example, Alexander must often
seek creative solutions to problems just like an entrepreneur. He is also
responsible for managing and allocating resources to accomplish his production
goals. In addition, he must handle unanticipated complications that disrupt his
team and its goals, known as disturbance handling. Finally, he needs to be a deft
negotiator to resolve conflicts.

9. What are the Top qualities of Managers?

 They build a work culture of mutual trust.
 They focus on employee strengths.
  They do not micromanage.
 They are assertive.
 They help develop employees' careers.
 They handle pressure well.
 They communicate honestly.
 They are open to new ideas.
 They have strong analytical abilities.
 They recognize and reward good work.
 They are a role model.
 They communicate employee appreciation.

10. DIFFERENT MANAGEMENT STYLES

Management Styles are the methods used by a person in managing an organization or
group of people.

MANAGEMENT TYPES CHARACTERISTICS PROS CONS WHEN TO USE

STYLE THIS STYLE
AUTOCRATIC Authoritative In this style, managers dictate this management The negatives of If decisions need to
MAGEMENT STYLE management exactly what they require their style allows quick authoritative be made and
style subordinates to do and punish decision making, and management style executed quickly, for
This type of those who do not comply. creates clearly include an increase in example, in a time of
management follows defined roles and the dissatisfaction of organizational crisis,
a top-down approach, Employees are expected to expectations. With employees, which leads this management
with one-way follow orders, not question the unskilled workers or to higher turnover, style can be used
communication from authority of management, and large teams, setting resentment, a lack of successfully. It
bosses to employees. perform their tasks the same clear and solid professional should otherwise be
way each time. expectations can development and avoided.
This is the most allow workers to employee engagement,
controlling of the operate without and the formation of an
different management uncertainty. ‘us’ versus ‘them’
styles, with the Productivity will mentality between
management making increase, but only employees and
all workplace when the manager is management. Innovation
decisions and holding present. is stifled and inefficient
all of the power. processes will remain in
place.
Persuasive In this style, managers use Management can Employees will still chafe This style can be
management their persuasive skills to establish a higher under the restrictions used when you have
style convince employees that the level of trust between they are placed under, more experience on
unilateral decisions that the themselves and and become frustrated the subject than the
manager implements are for employees, and that they cannot give team you are leading.
the good of the team, employees will accept feedback, create In those cases, you
department, or organization. top-down decisions solutions, or upskill in a are the expert. While
more easily. meaningful way. it is helpful to explain
Employees respond your thought process,
more positively to ultimately, you know
reason and logic than best. It can also be
they do the threat of helpful when
punishment, and may managing upwards.
feel less constricted
than those managed
with an authoritative
style.
Paternalistic In this style, the manager acts A paternalistic Employees can become The use of this style
management with the best interests of their manager is focused too dependent on is heavily culture-
style subordinates at heart. on the welfare of their management, leading to dependent. In
employees, and will a lack of innovation and Western countries,
base their decisions problem-solving. There is there is less reliance
Usually, the organization will on what is best for a high chance of this on hierarchical
refer to staff as ‘family’ and their staff. Upskilling style breeding structures, and
ask for loyalty and trust from and employee resentment among employees will be
employees. education are valued, employees who do not less accepting of the
 leading to happier, believe in the idea of a benevolent
more skilled, more ‘organization as family’ leader. Smaller
productive concept. Employees companies may find
employees. might find this style success in this type
condescending and of leadership, but it
infantilizing. should be avoided by
larger organizations.
Democratic Consultative In this style, managers ask for This style promotes a The process of This style should be
management styles management the opinions and thoughts of deeper bond between consulting staff can be used when managing
style their team, consulting the staff and labor and time-intensive. teams with
viewpoints of every member management, and If a manager is not specialized skills or
In this style,
of their team. builds trust within skilled in the time when the manager
managers encourage
The manager will make the teams. Management management aspect of does not have as
employees to give
final decision, but they will grows with the team, this process, they can much experience with
input during the
consider all of the information as they learn from the easily get bogged down. the subject as the
decision-making
given by team members ideas, opinions and If there is an appearance team does. For
process, but are
before they do so. experience of the of favoritism or bosses example, a manager
ultimately responsible
This style is often used in employees that they not listening to opinions, assigned to run a
for the final decision.
specialized fields, where staff lead. Innovation and employees may become team of developers
Communication goes
are experts and their input is voicing opinions are resentful and distrustful who are creating a
both ways, top-down
needed for the management encouraged, leading of the manager. new SaaS would
and bottom-up, and
to make informed decisions. to better problem- Excessive reliance on want to consult with
team cohesiveness is
solving. this style can lead to staff their team often, to
increased.
losing trust in their boss, gain the benefit of
This process allows
as they will start to their experience.
for diverse opinions,
wonder why they are
skills and ideas to
always called on to help
inform decisions.
solve problems instead
of management handling
it as part of their job.
Participative In this style, managers and Employees feel as This process can be a  When implementing
management staff are all active members of though they are slow one, and there is a large changes in an
style the decision process. valued by their risk of staff with bigger organization,
management team personalities steamrolling especially one where
Staff are given access to and the organization less assertive staff employees are
more information about the as a whole, and will members, leading to resistant to new
company and its goals, and respond with conflicts and resentment. concepts or
are encouraged to innovate increased motivation In industries with trade strategies,
solutions. and productivity. The secrets, letting staff have encouraging
more they understand access to sensitive participation from
Management seeks the and connect with the information can be risky. staff will result in a
thoughts, ideas and opinions organization’s goals, If employees do not want more positive
of staff, works together with the higher their to be involved in this type outcome and less
staff to make decisions and engagement will be. of decision making, they resistance to new
then the company acts on Innovation is can grow to resent policies.
them. increased. managers who employ Organizations that
this style. want to drive
innovation, such as
tech companies, will
find this style useful.
In this style, management Staff feels trusted, As with other democratic When a business
Collaborative creates an open forum for valued and heard by management styles, this wants to foster
management ideas to be discussed all levels of their process can be time- innovation, drive
style extensively before making management team. consuming. Majority rule collaboration, and
decisions based on majority They are inspired to can also not always be engage employees,
rule. Staff is empowered to put forth their best the best choice for an this style should be
take ownership of outcomes, work, find organization, and if there used. Any
which can lead to increased collaborative is a decision that is not in organization that
engagement, innovation and solutions to problems, the best interests of the wants to increase
creativity. and engage business, management engagement and
completely with the will need to step in and trust, especially in the
process. Open change it, which can face of large changes
communication breed resentment and within the
means that workplace mistrust. organization or
conflicts are often industry, should
solved before real consider this style.
issues arise.
Turnover is
decreased when
employees are
 engaged, and diverse
voices often lead to
better solutions and
outcomes.
This style of management is Innovation is If not used carefully, this This style is best
Transformationa agile and growth-focused. increased, and style will cause staff to used in companies
l management employees will more burn out. Staff may end that are in fast-paced
style easily adapt to up spread too thin, worn industries, or are
Managers focus their efforts change, disruptions, out from constantly anticipating a period
on pushing their staff to ever or challenging pushing themselves, and of changes within the
greater accomplishments projects. Creative unable to keep up with industry,
through encouragement, thinking is the pace. organization, or
pushing them past their encouraged, and department. This
comfort zones regularly, and problem-solving and style will help teams
consistently motivating their product development become more agile,
teams to raise their bar for will benefit from the flexible, and
achievements. increased flexibility of innovative while
the staff. responding to the
outside or inside
forces.
In this style, managers see Employees feel This style can lead to This style is useful
Coaching themselves as the coach and valued, they know toxic environments, as when organizations
management their employees as the valued that they will learn staff jockey for favored want to promote and
style members of their team. and develop within roles and development develop talent from
their roles, and are tasks. Too much focus within. Industries with
The manager’s job is to more likely to be on long-term competitive job
develop and guide their team, engaged. Managers development can leave markets would
putting their team’s build a strong bond short-term projects benefit from this
professional development at with their employees, without proper support. style, as it can cost
the forefront of their priorities. who will in turn be time and money to
Long-term development is more likely to put recruit the right
valued above short-term forth their best work candidates.
failures in this style, and the for their ‘coach’.
manager wants to promote
learning, upskilling and
growing in the workplace.
3. Laissez-faire Delegative In this style, the manager is Innovation and Without leadership, This style is best
management styles management only present to assign tasks, creativity are fostered productivity may suffer. used in organizations
In this style, style although they still are by this system, Teams can experience a with more
management takes a responsible for tasks being especially in lack of direction, focus, decentralized
hands-off approach to completed successfully. Once organizations with or uniformity. Poorly leadership and where
leadership. the task is assigned, then the highly skilled workers. managed conflicts may the team is much
Staff is trusted to do employees are empowered to Problem solving and flare up and breed more skilled than the
their work without do their work as they see fit. teamwork are resentment. Some staff manager in the tasks.
supervision, and they After the task is complete, the strengthened, as staff may feel that the If the manager has
are left to control their manager steps back in to are given space to management is not no real experience in
decision making and review the work and give handle their own contributing anything producing new cloud
problem-solving. advice about how to improve issues and will work towards the team’s management
Management is future projects. together to solve success and become software, for
present at the them. Job satisfaction resentful. example, they can
delegation and may be increased in step back, allow their
delivery stages of those who crave team the freedom to
work, but otherwise autonomy in their innovate, and offer
steps back and gives workplace. support if needed.
staff the freedom to In this style, managers lead Engagement is Not all managers can be This can be a great
control their workflow Visionary through inspiring their staff. heightened because legitimately inspiring. It style in tech
and outcomes. management staff believes in what depends on the job, the companies who are
Management is only style Leaders explain their goals they are creating and industry, the product, looking to disrupt
involved during the and the reasons behind them, are driven to and the person. This is industries, nonprofits
process if the staff convincing their team to work complete tasks to the not a style that can be trying to innovate
requests their towards executing their vision. best of their ability. faked, employees must creative solutions to
assistance. Employees are more actually be inspired, or problems, or
Team members are motivated satisfied; motivation they will not perform as companies who have
by their manager, then is higher and turnover well. a very strong sense
allowed the freedom to will be lowered. of purpose. An
achieve their tasks with Innovation is higher, organization that
minimal interference. and problem-solving wants to drive
Managers will check in from can happen quickly innovation can turn to
time to time, but they trust within teams. this style to galvanize
that their shared vision will their staff into action.
 keep employees on track and
produce good results.

11. What are the differences between Management and Leadership?

 The main difference between the two is that leaders have people that follow them,
while managers have people who simply work for them.
 Leadership is about getting people to comprehend and believe in the vision you set
for the company and to work with you on achieving your goals, while management is
more about administering and making sure the day-to-day activities are happening
as they should.
 Leaders have a tendency to praise success and drive people, whereas managers
work to find faults. They paint a picture of what they see as possible for the company
and work to inspire and engage their people in turning that vision into reality. Rather
than seeing individuals as just a particular set of skills, they think beyond what they
do and activate them to be part of something much bigger. They’re well aware of
how high-functioning teams can accomplish a lot more when working together than
individuals working autonomously are ever able to achieve.
 Leadership and management must go hand in hand. They are not the same
thing, but they are necessarily linked and complementary to one another. Any effort
to separate the two within an organization is likely to cause more problems than it
solves. For any company to be successful, it needs management that can plan,
organise and coordinate its staff, while also inspiring and motivating them to perform
to the best of their ability.

Management Leadership
Managers give directions Leaders ask questions
Managers have subordinates Leaders have followers
Managers use an authoritarian style Leaders have a motivational style
Managers tell people what to do Leaders show people what to do
Managers have good ideas Leaders implement good ideas
Managers react to change  Leaders create change
Leaders make heroes of everyone
Managers try to be heroes
around them
Managers exercise power over people Leaders develop power with people

12. What are the Basic Differences between Leaders and Managers?
Leader. A leader is a person who influences his subordinates to achieve a specified
goal.
 Promote stability
 Aim is predictability and orderly result by planning
 Looks for the right fit between people and jobs
 Strive to make it easy to run routine jobs

Manager. A manager is a person who manages the organization and is responsible for
planning, direction, coordination and control
 Seek for change
 Aim is change by setting direction
 Looks for the right fit between people and vision
 Attempt to touch people at their deepest level by staring at their basic needs
Interestingly, whilst great managers have leadership skills, it doesn’t mean
that all leaders are in a management role. I’m sure you have probably
 witnessed this yourself; a colleague who everyone, including their direct
manager, probably follows, more than the other way around.

You can be both a manager and a leader, or one or the other. When you are
in ‘management mode’ you are working towards the short-term goals and
objectives. When in ‘leadership mode’ you are envisioning a vision of the
future, and laying out the groundwork of influencing others to join you in
heading towards that future.

13. What are the seven Change Management Best Practices?

1. Mobilize an active and visible executive sponsor. A positive leader who actively
guides the organization through change and participates visibly throughout the
transition is the greatest predictor of success. The importance of sponsorship was
cited over three times more frequently than the next contributor to change success.
Participants consistently used the key words “active and visible” to describe this top
contributor. “Active and visible” sponsorship means that the sponsor is:
 Supporting the change by giving consistent attention to the change and the
need for change management
 Championing the change by leading and motivating others in the organization
 Making effective and influential decisions regarding the change, including
aligning priorities among other leaders in the organization
 Maintaining direct communication with the project management and change
management teams and being accessible during the change

2. Dedicate change management resources: Dedicated change management

resources and funding means having access to:
 The appropriate amount of funding and resources
 Dedicated resources with change management experience
 A change team or community of flexible, ambitious, decisive, collaborative
individuals

3. Apply a structured change management approach. An intentional and defined

approach to managing change provides the structure necessary to stay on track. It
makes sure time is spent on meaningful activities and allows space to identify and
address gaps throughout the project lifecycle. Using a formal approach also makes
processes repeatable for consistent application of change management on more
initiatives throughout the organization. Key words that came up when participants
described this best practice included:
 Established
 Customizable
 Scalable
 Easy to implement across multiple changes
 Easy to apply at every phase of the project

4. Engage with employees and encourage their participation. The reason we apply
change management is to drive employee adoption and usage, which in turn generates
organizational results and outcomes. Because of this objective, it is clear why employee
engagement and participation was identified as a top contributor to success. Tactics to
increase engagement in change include:
◦ Highlighting “what’s in it for me?” (WIIFM)
 ◦ Identifying and building relationships with impacted groups
◦ Ensuring impacted groups receive the appropriate level of training

5. Communicate frequently and openly. Change management practitioners often

struggle against the misconception that change management is “just communications.”
Although it is much more than that, effective communications are critical to leading
change successfully. Beyond frequency, participants cited these factors as important to
success:
◦ Cadence
◦ Consistency
◦ Transparency
◦ Leveraging multiple communications channels

6. Integrate and engage with project management. They identified this as a top
contributor to success, they gave examples of how they achieved integration:
◦ Adding change management activities to the project plan
◦ Working collaboratively with the project team
◦ Aligning change plans with project plans
◦ Combining or assigning responsibilities and roles
◦ Providing change management training to the project team

7. Engage with middle managers. Managers can become a change practitioner’s

greatest ally in times of change because they are closest to employees impacted by
change. Participants explained this top contributor as:
◦ Emphasizing communication about the change and the managers’ roles in
change
◦ Holding one-on-one meetings, team meetings and alignment sessions
◦ Focusing on awareness-building, including how the change will affect them, the
business reasons for the change, and the need for change management
◦ Providing materials, tools and support that will help managers understand and
navigate the change
◦ Engaging and involving managers during the early phases of the change and
throughout the project lifecycle