Chapter 15

Question 1

15.2: What are the four different communication dimensions identified in the Johari window?

Answer 1

• Arena: an area where there is open communication between all individuals concerned, and subjects can be openly
  challenged as all parties have a good understanding and knowledge.
• Blind spot: an area where we, as a communicator, need to seek additional knowledge from other people to ensure
  that we have a full understanding and thus enable better communication.
• Façade: sometimes called the hidden area, this can allow us, as a communicator, to dominate the decision-making
  and potentially abuse our leadership power; the objective must be to help others understand in order to enable
  better communication.
• Unknown: an area of uncertainty where all parties have limited or no real knowledge or information and therefore there is the risk of incorrect decision-making; the objective is clear – better knowledge and information through
  research or the introduction of additional people.

Question 1

15.1: Differentiate between transformational leadership and transactional leadership.

Answer 1

• Transformational leadership: The leader will focus on the building of the strategic vision, the creation of identity
  and empowerment and the development of an appropriate culture. The original inspiring entrepreneur behind an
  organisation is often a transformational leader.
• Transactional leadership: The leader is generally more concerned with making sure that the operational flow is
  appropriate to enable the strategy to be achieved, the term ‘transaction’ referring to the motivation of followers by
  exchanging reward for performance

Question 2

15.3: How many of Kanter’s ten reasons for human resistance to change can you remember?

Answer 2

1. Loss of control.
2. Excess uncertainty.
3. Surprise, surprise.
4. Everything seems different.
5. Loss of face.
6. Concerns about competence.
7. More work.
8. Ripple effects.
9. Past resentments.
10. Sometimes the threat is real.

Question 3

15.4: What are Kotter’s eight stages of change?

Answer 3

1. Establish a sense of urgency.
2. Form a leading team.
3. Create a vision.
4. Communicate the vision.
5. Empower and involve others.
6. Create short-term wins.
7. Implement and consolidate.
8. Institutionalise change