leadership and strategic change Flashcards
Characteristics defining leaders’ abilities to succeed in the face of disruptive industry change
the ability to predict and embrace technology and market trends
the ability to convince the people in an organization to be on board for a new strategic direction
transformational leadership
Goes beyond satisfying current needs through rewards, it is about advancing followers toward achievement and growth - It aims at constant improvement at both the personal and organizational levels
extrinsic rewards
tangible and visible reward given to an individual for achieving something (salary, bonus)
intrinsic rewards
an internal satisfaction felt by an individual after achieving something
requirements of using extrinsic incentives
the ability of the leader to specify and clarify goals
considerable knowledge about how those goals can be achieved
objective ways of measuring performance
the ability to allocate rewards based on performance
transformational leadership and change
During strategic change leaders do not have these tools due to uncertainties created by the disruption that necessitated strategic change, thus they cannot rely on extrinsic rewards to lead, thus need to motivate followers intrinsically –> transformational leadership
characteristics of transformational leaders
articulate an appealing and inspiring vision
act as a role model for behavior, ethics, and commitment
have high aspirations and expect the same from followers
recognize the role of individuals in realizing the shared vision and attend to their concerns
self-concept
defines our perceptions about our values, beliefs, behaviors, abilities, and goals
reasons why strategic change may give rise to threat perceptions for self-concepts
their competencies may become irrelevant
they may need to revise beliefs and values about their work
their established social status within the organization may change
these are associated with a high degree of uncertainty
ways transformational leaders motivate people for change
by aligning the expected efforts for change with people’s self-concepts through:
increase the intrinsic value of the efforts for change
“ Your effort itself reflects important values aligned with your self-concept”
enhance people’s self-worth
“ I am confident that you can meet high expectations”
increase the intrinsic meaning of accomplishing goals set by the change initiative
“ Accomplishing change goals means that you realized your self-concept”
emphasizing collective effectiveness and the sense of belonging
“ We are a great group, and we are in this together”
factors which can contribute to stabilizing change
slack resources
social embeddedness (degree to which leaders become involved in interconnected social networks within their organizations)
creative opportunism (win-win proposals)
time, inattention, and formal position
Levels of alignment (coupling) in collective leadership
strategic coupling
organizational coupling
environmental coupling
strategic coupling
alignment between members of the leadership team
(conflicts between leaders about how change should take place)
organizational coupling
alignment between leaders and their direct followers (leaders become detached from their organizations)
environmental coupling
alignment between leadership team and the environment
(leaders become detached from the environment)
