Leading change
INTRODUCTION
In this chapter we look at the leader’s role in the change
process. The objectives of the chapter are to:
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enable leaders of change to explore the different roles
they, and their colleagues need to play in a change process;
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identify how leaders of change can adapt their style and
focus to the different phases of the change process;
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emphasize the importance of self-knowledge and inner
resources in any leadership role.
The chapter is divided into six sections:
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visionary leadership;
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roles that leaders play;
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leadership styles and skills;
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different leadership for different phases of change;
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the importance of self-knowledge and inner resources;
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summary and conclusions.
It is important to first make the point that good leadership is
well-rounded leadership. We believe that all four metaphors of organizations
give rise to useful notions of leadership. Leaders go wrong when they become
stuck in one metaphor, or in one way of doing things, and therefore appear
one-dimensional in their range of styles and approaches.
To begin, we link leadership to the ideas presented in Chapter 3 on
organizational change, by looking at the type of leadership that follows from
approaching organizational change using each of the four key metaphors (see Table 4.1):