CHANGE MANAGEMENT AND STRATEGIC LEADERSHIP
CHANGE MANAGEMENT ANDSTRATEGIC LEADERSHIPEquivalent QCF level:Credit Value:Learning time (hours):Level 730300UNIT PURPOSETo provide learners with an understanding of classic and contemporary theories of leadership and theirapplicability to contemporary organisations in the globalised world, with the identification of personalleadership skills, and their evaluation and development, to meet current and future leadership andmanagement roles. The unit then considers the need for organisational change and the ways in whichit can be managed to support organisational strategy.UNIT INTRODUCTIONThe unit begins by reviewing various leadership approaches in organisations. It explores the ways inwhich current leadership styles can be determined and selected as the most appropriate for any givenorganisation. Self-analysis of personal leadership and management skills is used to determine personaldevelopment needs, expressed in development plans, which are monitored and reviewed throughoutthe duration of the programme. The effectiveness of the personal plan will be evaluated againstpersonal SMART objectives.The unit then considers the management of organisational change in the current environment of rapidchange and increasing globalisation, and the threats this represents to organisational strategy.Principles of change, organisational change processes, theories, tools and techniques to be used in anorganisational change are examined, followed by critical evaluation of the available approaches tochange management.Conflict in change management, management of individuals who resist change, and the reasons andcauses for conflicts within change are also elaborated upon. The unit develops the learners’ capabilityto act as an effective agent for positive/constructive change in an organisation as well as reflecting ontheir own effectiveness. Finally, this unit discusses the importance of integrating other relevantsubdisciplines of business and management in order to create an effective organisational change plan.1Change Management and Strategic Leadership
LEARNING OUTCOMES, ASSESSMENT CRITERIA AND CONTENTTo pass this unit, the learner must generate evidence that demonstrates all learning outcomes have been met through the achievement of all the unit’sassessment criteria.Learning outcomesOn completion of this unit, the learner will:0102Assessment criteriaOn completion of this unit, the learner can:Be able to appraise classicalleadership and managementtheories and their relevanceto contemporaryorganisations1.1 Critically evaluate classic leadershiptheories and their relevance tomodern organisationsBe able to evaluate contemporaryapproaches to leadership2.1 Critically evaluate contemporaryleadership theories and theirapplicability to organisations1.2 Discuss the impact that selectedclassic leadership theories have onorganisational strategy2.2 Discuss the suitability of selectedcontemporary leadership theoriesfor organisational strategy2.3 Analyse leadership approachedfound in current organisations2ContentClassical approaches to leadership theory: charismatic,transformational, transactional, autocratic, democratic,laissez-faire, bureaucratic: compare, contrast and evaluatethese approaches to leadership theoryLeadership theories: The importance of various leadershipstyles such as Transformational Leadership; TransactionalLeadership; Participative Leadership; Trait Theory,Emotional Intelligence, Tri-dimensional theory etc.Application of leadership concepts: Identify leadershipmodels and competency frameworks currently in use inorganisations. Appraise generic leadership frameworkscurrently in use in organisations
LEARNING OUTCOMES, ASSESSMENT CRITERIA AND CONTENT03Be able to evaluate own leadershipskills and development3.1 Assess personal management andleadership skills required to achievestrategic goals3.2 Evaluate own personal andmanagerial effectiveness andidentify areas for improvement3.3 Create a skills development plan tomeet own needs3.4 Evaluate the effectiveness of thedevelopment plan over a period oftimeQualities required of those in leadership positions: honesty;effective communication, ability to delegate; confidence;commitment; positive attitude; empathy, etc.Personal skills: setting SMART objectives, task prioritisation,time management, delegation, effective communication,problem solving, decision making, conflict resolution,aligning objectives with organisational requirementsProfessional skills: coaching and mentoring to supportothers, using occupational standards to identifycompetencies, and multi-tasking, continuing professionaldevelopment, leading and chairing meetings, and deliveringpresentationsSkills audit: profiling, psychometric tests, obtaining andusing feedback from others, personal SWOTPersonal development planning: setting objectives,identifying required resources, reflection and review,overcoming obstacles3
LEARNING OUTCOMES, ASSESSMENT CRITERIA AND CONTENT04Be able to apply approaches toorganisational change and relevantprocesses4.1 Critically evaluate change theories,tools and techniques4.2 Evaluate the internal and externaltriggers of change that may impact onan organisation4.3 Develop a change managementstrategy for an organisation andconsider the stakeholdersPrinciples of change: Understand the basic principles oforganisational change such as systematic change for thehumans, start at the top, involve all the levels, effectivecommunication, create clear responsibilities, considercultural aspects, prepare for the contingencies, individualfocus, etc.Different approaches to organisational change: Thisincludes in depth understanding of principles of change,organisational change processes and the differentapproaches possibleCauses of change: Explain external and internal triggers ofchange and innovation: changes in markets, economicdownturns, legislation, demographics, mergers andacquisitions, re-engineering, TQM, organisationalconstraints e.g. human and financial resources etc. Appraisethese triggers of change and innovationPractical application: Identify and appraise real lifeexamples of the organisational change process4
LEARNING OUTCOMES, ASSESSMENT CRITERIA AND CONTENT05Be able to independently create aplan to implement effective changewithin an organisation5.1 Select relevant tools and techniquesto implement and manage change5.2 Develop a plan to implement a changein an organisation5.3 Develop measures to monitor andevaluate progress of the change planChange models: 7-S seven step model, Lewin’s three stepchange models, Kotter, Kuber-Ross, ADKAR etc.Tools and techniques for organisational changemanagement: pay off matrix, threat/ opportunity matrix,stakeholder analysis/ influence, backwards imaging,attitude charting, risk management, teambuilding etc.Influences on change: impact of external factors such asglobalisation, mergers and acquisitions, exchange ratechanges etc. on organisations. Internal factors such asculture, attitude, resources, etc. also should be consideredMeasuring progress: goal and process based evaluation,outcome based evaluation, quality circles, milestones,benchmarks etc.5
LEARNING OUTCOMES, ASSESSMENT CRITERIA AND CONTENT06Be able to identify stakeholdersaffected by organisational change6.1 Identify possible risks associated withan organisations’ change process6.2 Use a stakeholder analysis tounderstand possible resistance tochange6.3 Identify reasons as to whystakeholders resist change6.4 Critically appraise relevant strategiesto manage resistance to change inorganisationsPotential resistance to change: organisational culture andbehaviour, organisational policies, power and the influenceof individuals and groupsTypes of conflicts: inter-personal, intra personal, inter groupSources of conflicts: poor communication, poor leadership,different styles, conflicting personalities, differentperceptions, conflicting goals, limited resources capabilitiesManaging conflicts: Integrating; obliging; avoiding;compromisingPractical application: Appraise real life examples of thechange process and its implementation6
LEARNING OUTCOMES, ASSESSMENT CRITERIA AND CONTENT07Understand the relation betweenleadership and changemanagement in organisations7.1 Analyse the impact of managementand leadership styles on changemanagement7.2 Critically evaluate how leadershipstyles can be adapted to deal with aplanned change in an organisation7.3 Evaluate the effectiveness of methodsused to plan changeCharacteristics of effective change agents: attitudes, valuesand behaviour of change agents’ e.g. courageousleadership, recognise growth opportunities; demonstratesflexibility and resilience; explores alternative perspectivesSelf-reflection: This includes reflecting on your ownattitudes, values and behaviour and identifying areas ofchange required to be an effective change agentPractical application: evaluate the effectiveness of a changeplan08Be able to involve functional areasin an organisation’s changemanagement8.1 Explain the relation betweenmanagement disciplines and effectiveorganisational change.Integration of all disciplines: finance, HRM, marketing, IT,operations, quality and business strategy8.2 Analyse the role of various businessfunctions/departments within changemanagementCommunication with all internal stakeholders8.3 Develop and evaluate an integratedchange management plan for anorganisation7Appraise methods by which this integration could beachieved, using real life examples
GUIDANCE FOR TUTORSDELIVERY & ASSESSMENTTuition and guidance should adopt flexible approaches to delivering the unit. Formal tuition sessionswill have input from a tutor to identify some of the theoretical subject matter and learners can workindividually and in a group researching and gathering information about the subject. Research, casestudies, simulations and discussion should prove to be engaging ways of learning about the subject.Learners can use self-directed study and reflect on their experience and expertise. Up-to-dateinformation and materials are available from many sources such as businesses, the world wide web,television and radio broadcasts, broadsheet newspapers and advisory services.In order to pass this unit, the evidence that the learners present for assessment must demonstratethat they have met the required standard specified in the assessment criteria. Institutions will deviseand mark the assessments for the unit and learners must meet all assessment criteria to pass the unit.A range of assignment types can be used such as reports, proposals, plans, presentations, articles, casestudies, exercises, simulations, a learning journal, and/or practical work. All assessment methods areacceptable, provided that the assessment enables the learners to produce evidence that can be judgedagainst the assessment criteria.Learning outcomes 1 and 2 require learners to consider theories of management and leadership,differentiating between the two concepts and considering how ideas about leadership andmanagement have evolved as organisations develop and change as the environmental operatingcontext becomes global. Many ideas have withstood the test of time and continue to be relevant inthe contemporary business world (for example, tying business leaders’ pay to performance has echoesof Taylor’s ideas on scientific management in which pay and output were linked). Despite innovativethought on leadership and management, businesses continue to fail through managerialshortcomings. Learners should consider the relevance and adequacy of theory to the currentmanagement and leadership of organisations.Learning outcome 4 requires learners to assess their own personal management and leadership skills.Learners need to produce a personal development plan. By using a skills inventory, learners canidentify not just what they can do but what they need to be able to do, and to identify the appropriateaction they need to take to bridge any gap. The plan needs to have SMART targets and should have anevaluative component.For learning outcomes 4 to 8 learners must consider the management of change from both theoreticaland practical perspectives. Learners need to consider theories of change management and howleaders and managers influence and shape change management, together with the impact thatstakeholders have on the process. Additionally, learners have to demonstrate that they can use thetools to plan change and can implement it by involving different parts of a business in implementingchange.For some learners, assessment criteria can be met through recognition of prior learning (RPL) whichwill enable them to present evidence to show that they can attain the assessment requirements ofthe unit through knowledge, understanding or competence they already possess.If a learning journal is employed, then the narratives in it can be mapped to assessment criteria andused as evidence for the demonstration of relevant assessment criteria.8Change Management and Strategic Leadership
GUIDANCE FOR TUTORSDELIVERY & ASSESSMENTIt is possible to assess work using professional discussions, with learners explaining and describingconcepts and issues to the assessor either on a one-to-one basis or in group work or in a presentation.Similarly questioning can be used to provide evidence of knowledge. If these types of assessment areused then the work must be directly attributable to the learner.Assessment can be for individual learning outcomes, for groups of learning outcomes within a unit andcan be combined with the assessment of outcomes and criteria from other units. This latter wouldrequire an assessment map to identify where outcomes and criteria are assessed.OUTLINE LEARNING PLANThe following outlined learning plan can be used as a guidance document in conjunction with the unitassessment. It is simply a way in which this unit can be delivered.TOPIC AND SUGGESTED ASSIGNMENTS/ACTIVITIES/ASSESSMENTIntroduction to unit and programme of learningPresentation on leadership and management theoriesPractical work, research and discussion on leadership and management theoriesAssignment 1. ReportPresentation on change and the organisational change processPractical work, research and discussion on change and the organisational change processPresentation on planning changePractical work, research and discussion on planning changePresentation on stakeholders and changePractical work, research and discussion on stakeholders and changePresentation on links between leadership and change management in organisationsPractical work and discussion on the links between leadership and change management inorganisationsPresentation on integrating all organisational functional areas in change management9Change Management and Strategic Leadership
GUIDANCE FOR TUTORSOUTLINE LEARNING PLANTOPIC AND SUGGESTED ASSIGNMENTS/ACTIVITIES/ASSESSMENTPractical work, research and discussion on integrating all organisational functional areas inchange managementTutorial support and feedback for assignment 1Presentation on evaluating own leadership skills and management developmentPractical work, research and discussion on evaluating own leadership skills and managementdevelopmentAssignment 2. Development plan with a skills audit and reportTutorial support and feedback. for assignment 2Review of unit and programme of assignmentsPROGRAMME OF SUGGESTED ASSESSMENT/ASSIGNMENTSThe following table illustrates the respective assessments for the unit and identifies thecorresponding assessment criteria.AssessmentCriteriacovered1.1, 1.22.1, 2.2, 2.34.1, 4.2, 4.35.1, 5.2, 5.36.1, 6.2, 6.3,6.47.1, 7.2, 7.38.1, 8.2, 8.3AssignmenttitleAssignment 1AssessmentmethodScenarioYou have been asked to advise anewly formed business onapproaches it could adopt tomanaging its expanding operations.The business has developed softwarethat is becoming popular and thecompany will expand. Although itsdirectors understand the softwaremarket they have little experience ofmanagement. You have been asked toprepare advice for them in a reportmade up of several stages10Change Management and Strategic LeadershipReport
GUIDANCE FOR TUTORSPROGRAMME OF SUGGESTED , 1.22.1, 2.2, 2.34.1, 4.2, 4.35.1, 5.2, 5.36.1, 6.2, 6.3,6.47.1, 7.2, 7.38.1, 8.2, 8.3AssignmenttitleAssignment 1– Cont.AssessmentmethodScenarioStage 1An evaluation of classical leadershipand management theories and theirrelevance to the businessStage 2An evaluation of contemporaryapproaches to leadership and theirrelevance to the businessStage 3An evaluation of change theories,tools and techniques together withan examination of the internal andexternal triggers of change that mayimpact on the business. Include anidentification of businessstakeholders and develop a changemanagement strategy for thebusinessStage 4Prepare a plan to implementchange with an evaluation theeffectiveness of methods used toplan changeStage 5Conduct a stakeholder analysis toidentify who they are and how theyare affected by change11Change Management and Strategic LeadershipReport
GUIDANCE FOR TUTORSPROGRAMME OF SUGGESTED ignmenttitle1.1, 1.22.1, 2.2, 2.34.1, 4.2, 4.35.1, 5.2, 5.36.1, 6.2, 6.3,6.47.1, 7.2, 7.38.1, 8.2, 8.3Assignment 1– Cont.3.1, 3.2, 3.3,3.4Assignment 2AssessmentmethodScenarioStage 6ReportAnalyse the impact of managementand leadership styles on changemanagement showing how leadershipstyles can be adapted to deal with aplanned change in an organisationStage 7Involve all organisational functionalareas in change management anddevelop and evaluate an integratedchange management plan for anorganisationYou are planning a career inmanagement and as part of the planyou are to critically evaluate thoseskills and how to develop them. Youare to: assess your own personalmanagement and leadership skillsthat would allow you to work inan organisation and support theachievement of its strategic goals evaluate your own personal andmanagerial effectiveness withinan organisation and identify areasfor improvement create a skills development planto meet your needs monitor and evaluateeffectiveness of the plan over atleast one academic year12Change Management and Strategic LeadershipDevelopmentplan with askills auditand report
RESOURCESTEXTBOOKS Mullins, L J, Management and Organisational Behaviour, (latest edition) FT Prentice Hall Yukl, G A, Leadership in Organisations (13th ed), Pearson: Harlow Cottrell, S, Skills for Success: Personal Development and Employability, 2nd ed (2010),Palgrave MacmillanGold, J., Thorpe, R., and Mumford, A, , Leadership and Management Development, CIPD2010Burnes, B. Managing Change: A Strategic Approach to Organisational Dynamics (2004). ISBN13: 978-0273683360Carnall C – Managing Change in Organizations, 5th Edition (Financial Times/ Prentice Hall,2007) ISBN 0273704141 JOURNALS Journal of Leadership Studies Journal of Organisational Change Management International Journal of Strategic Change ManagementWEBSITESPersonality g mindshttp://changingminds.org/Mind Toolshttp://www.mindtools.com/13Change Management and Strategic Leadership
1.1 Critically evaluate classic leadership theories and their relevance to modern organisations 1.2 Discuss the impact that selected classic leadership theorie s have on organisational strategy Classical approaches to leadership theory: charismatic, transformational, transactional, autocratic, democratic,
7009V1 Strategic project management (ISBN: 0-85946-513-6) 7010V1 Implementing organisational change strategies (ISBN: 0-85946-518-7) 7012V1 Strategic human resource planning (ISBN: 0-85946-523-3) 7013V1/ 7014V1 Strategic leadership/Strategic leadership practice (ISBN: 0-85946-528-4) 7021V1 Introduction to strategic management and leadership
PART ONE Introduction to Strategic Management and Business Policy 1 CHAPTER1 Basic Concepts of Strategic Management 2 1.1 The Study of Strategic Management 5 Phases of Strategic Management 5 Benefits of Strategic Management 6 1.2 Globalization and Environmental Sustainability: Challenges to Strategic Management 7 Impact of Globalization 8
The Strategic Management Process 15 Developing a Strategic Vision: Stage 1 of the Strategic Management Process: 17 How a Strategic Vision Differs from a Mission Statement 19 The Importance of Communicating the Strategic Vision 22 The Benefits of an Effective Strategic Vision 22 Setting Objectives: Stage 2 of the Strategic Management Process 22 xxiv
Leadership, Servant Leadership, Situational Leadership, Authoritarian Leadership, and Moral Leadership. Although each of these styles had some very positive characteristics, it was found that Spiritual Leadership allowed for various leadership approaches to be applied as needed and these approaches were designed
Chapter 8: Leadership and Dealing with Change 225 . The Reality of Change 226 . Leader’s Role in Change Management 227 . Organizational Change 228 . Change Leadership vs. Change Management 232 . Facilitating Change 234 . The Board and Change 238
1. 4 Tools for strategic analysis 1. 4a SWOT 1. 4b TOWS 1. 4c Hambrick Model: Strategy Diamond 1. 4d BCG matrix 1. 4e General Electrics Stoplight Matrix 1. 4f Balance score card . 3 Management Strategic Management Strategic Analysis 1. 5 Summary 1.2 Introduction Strategic Management is the process of strategic decision-making that sets the long .
Caterpillar Chair in Strategic Management University of Illinois Associate Editor, Strategic Management Journal “If you use the Capstone simulation this strategic management text must be used. No other strategic management text can drive the concepts of strategic management into a real world based simulation.” Peter Wright, Ph.D.
Lecture 1: Recent Developments in Leadership & Change Management Tutorial 1: Brainstorming - Identifying key issues & challenges in leadership & organisational change Week 2 Team Assignment 1: Literature Review - Key leadership & organisational change research. Lecture 2: Leadership from an Individual Perspective - Styles & Values
