LEADERSHIP THEORIES

Change Formula
The Change Formula is a simple but powerful tool that gives potential leaders a quick, first impression of the possibilities and conditions to change a company.

This formula has been seen as a major milestone for the field of Organizational Development, which has expanded gradually over time. The model of this formula by Beckhard and Harris is attributed to David Gleicher. Business objectives, employee engagement, and organizational success make up the focus of this formula.

The formula is “Dissatisfaction x Vision x First Steps > Resistance to Change.”

All three of these components must all be present to overcome the resistance to change in the workplace.

Disruptive Innovation
Harvard professor Clayton Christensen conducted research on the disk-drive industry in 1997, publishing a book titled “The Innovator’s Dilemma.” Examined was the way an innovation transforms an existing market or sector by introducing simplicity, convenience, accessibility, and affordability where complexity and expensiveness are the status quo.

Products and services that are not as good as what exists in the market, but are simpler in function, more convenient and cheaper represent disruptive innovation. Incumbents, the largest companies in certain industries, will allow new companies to make advancements to their products if they don’t act.

Incumbents can either change the processes and values of their current organization, acquire a different organization, or create an independent organization.

 Leadership Pipeline
Walter Mahler published a framework on his findings at General Electric in the 1970s in a paper titled Critical Career Crossroads. Mahler argued for a shift in work values at different stages of the organization to ensure leadership success. In 2000, Ram Charan, Stephen J. Drotter, and James Noel took Mahler’s ideas further in their book titled “The Leadership Pipeline.”

There are 6 steps to the Leadership Pipeline model created in a way that leaders are able to develop the competencies required and ultimately lead to the ability to be in charge of the organization.

1) Managing Self to Managing Others
2) Managing Others to Leading Managers
3) Leading Managers to Functional Manager
4) Functional Manager to Business Manager
5) Business Manager to Group Manager
6) Group Manager to Enterprise Manager

Change Phases
In 1990 John Krotter concluded in his book titled “A Force for Change: How Leadership Differs from Management” that there are 8 reasons why many change processes fail.

• Too much complacency being allowed
• Failing to build a substantial coalition
• Understanding the need for a clear vision
• Failure to communicate the vision
• Permitting roadblocks against the vision
• Not planning and getting short-term victories
• Declaring victory prematurely
• Not anchoring changes in corporate culture

Krotter’s model of changing phases consists of 8 parts, which are the following;

1) Establish a sense of urgency
2) Create a coalition
3) Develop a clear vision
4) Share the vision
5) Encourage people to clear obstacles
6) Secure short-term victories
7) Consolidate and keep moving
8) Anchor the change

Servant Leadership
In this model of leadership, one needs to focus on the needs of others, especially the needs of his or her employees before considering their own. The job of this leader is to acknowledge the varying perspectives of other people and give them support in achieving their goals in the right manner. When applying this type of model, leaders should try to involve their team members in decisions where their opinion truly matters. The more that company teammates are engaged together, the better their efforts will lead to innovation. Having such a leadership model may not work in a hierarchical environment, but it can create a strong community sense within a team.

French and Raven's Five Forms of Power

Understanding Where Power Comes From in the Workplace

Understanding Power

In 1959, French and Raven described five bases of power:

1. Legitimate – This comes from the belief that a person has the formal right to make demands, and to expect others to be compliant and obedient.
2. Reward – This results from one person's ability to compensate another for compliance.
3. Expert – This is based on a person's high levels of skill and knowledge.
4. Referent – This is the result of a person's perceived attractiveness, worthiness and right to others' respect.
5. Coercive – This comes from the belief that a person can punish others for noncompliance.

Six years later, Raven added an extra power base:

1. Informational – This results from a person's ability to control the information that others need to accomplish something.

Dunham and Pierce’s Leadership Process Model

According to Randall B. Dunham and Jon Pierce there are four essential elements that make up the leadership process: the leader, the followers, the context and the results.

These four factors are essential to the leadership process because they connect the good performance that must be generated to achieve success. Each element is necessary for this and to achieve what you want in your field of work because each element is connected to each other. The idea is to be able to have positive thinking and actions during your leadership process.

Elements of the Dunham and Pierce Leadership Process Model

1. The leader

The person who has the responsibility and who is in charge of leading and guiding the team.

2. The followers

The people who follow the instructions of the leader and who have a specific role imposed by the leader, with the role performing the tasks that are needed for the project on which they are working.

3. Context

This is the environment where the project is generated. The work spaces, the challenges that the project presents, the organisation, the resources, etc.

4. Results

These are the results of the process. The results are the achievements of the objectives that were established in the project, the resolution of problems among others. It is also the positive result of the trust that is created in the process between the leader and the members (followers).

Dunham and Pierce’s Leadership Process Model is about the importance of the leader being able to identify the importance of his or her followers and the context in which they are located in order to achieve the desired outcomes.

MANAGEMENT ROLES

What Are Mintzberg's Management Roles?

Mintzberg published his Ten Management Roles in his book, "Mintzberg on Management: Inside our Strange World of Organizations," in 1990.

The ten management roles are:

1.            Figurehead.

2.            Leader.

3.            Liaison.

4.            Monitor.

5.            Disseminator.

6.            Spokesperson.

7.            Entrepreneur.

8.            Disturbance Handler.

9.            Resource Allocator.

10.          Negotiator.

The 10 roles are then divided up into three categories, as follows:

Interpersonal Management Roles

The managerial roles in this category involve providing information and ideas.

1. Figurehead – As a manager, you have social, ceremonial and legal responsibilities. You're expected to be a source of inspiration. People look up to you as a person with authority, and as a figurehead.
2. Leader – This is where you provide leadership for your team, your department or perhaps your entire organization; and it's where you manage the performance and responsibilities of everyone in the group.
3. Liaison – Managers must communicate with internal and external contacts. You need to be able to network effectively on behalf of your organization.

Informational Management Roles

The managerial roles in this category involve processing information.

1. Monitor – In this role, you regularly seek out information related to your organization and industry, looking for relevant changes in the environment. You also monitor your team, in terms of both their productivity, and their well-being.
2. Disseminator – This is where you communicate potentially useful information to your colleagues and your team.
3. Spokesperson – Managers represent and speak for their organization. In this role, you're responsible for transmitting information about your organization and its goals to the people outside it.

Decisional Management Roles

The managerial roles in this category involve using information.

1. Entrepreneur – As a manager, you create and control change within the organization. This means solving problems, generating new ideas, and implementing them.
2. Disturbance Handler – When an organization or team hits an unexpected roadblock, it's the manager who must take charge. You also need to help mediate disputes within it.
3. Resource Allocator – You'll also need to determine where organizational resources are best applied. This involves allocating funding, as well as assigning staff and other organizational resources.
4. Negotiator – You may be needed to take part in, and direct, important negotiations within your team, department, or organization.