领导学：在实践中提升领导力（原书第10版）课件 第16章　领导力与变革.pptx

Chapter16LeadershipandChangeCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.

ChapterOutlineIntroductionTherationalapproachtoorganizationalchangeTheemotionalapproachtoorganizationalchange:CharismaticandtransformationalleadershipBass’stheoryoftransformationalandtransactionalleadership

LeadershipandChangeThereisnothingmoredifficulttotakeinhand,moreperiloustoconduct,ormoreuncertainofsuccess,thantotaketheleadintheintroductionofaneworderofthings.NiccolòMachiavelli,writer.

IntroductionAlthoughleadingchangeisperhapsthemostdifficultchallengefacinganyleader,itmaybethebestdifferentiatorofmanagersfromleadersandofmediocrefromexceptionalleaders.Bestleadersarethosewho:Recognizethesituationalandfollowerfactorsinhibitingorfacilitatingchange.Paintacompellingvisionofthefuture.Formulateandexecuteaplanthatmovestheirvisionfromadreamtoreality.

TheRationalApproachtoOrganizationalChangeBeer’smodel.Roadmapforleadershippractitionerswhowanttoimplementanorganizationalchangeinitiative.Diagnostictoolforunderstandingwhychangeinitiativesfail.Amountofchange,C,equalstheproductofdissatisfaction,D,model,M,andprocess,P,greaterthanresistance,R.ProductofD,M,andPisamultiplicativefunction–increasingdissatisfactionbuthavingnoplanwillresultinlittlechange.Assertsthatorganizationalchangeisasystematicprocessandthatlarge-scalechangescantakemonthsoryearstoimplement.

Dissatisfaction,DFollowerswhoarerelativelycontentarenotapttochange.Malcontentsaremorelikelytodosomethingtochangethesituation.Follower’semotionsarethefuelfororganizationalchange,andchangeoftenrequiresaconsiderableamountoffuel.Thekeyforleadershippractitionersistoincreasedissatisfactiontothepointwherefollowers