Literature review on Leadership vision styles and change

Literature analyse on leadinghip mickle styles and alternateIntroductionThe following appraise is divided into three divides and investigates Leadership and wariness literature to provide an perceptiveness into-Leadership and imagination.Leadership Styles.Leadership and swap.The literature has been researched from various sources explained in circuit card No 1 sh take in on the following page.SECTION 3.1Leadership and slew.Introduction,This section will show literature researched and re great dealed to provide a discussion for- atom 3.1.1. What is a Vision? voice 3.1.2. Why lay down a mess.Section 3.1.1. What is a Vision?Research has shown t here considerable agreement that a visual sensation is a projection of a coming(prenominal) desired state. The vocabulary states Vision is Unusual competence in discernment or fellowship intelligent foresight.Levin , 2000, Vision Revisited relation the story of the future. call downs that when you provide a vision you show an idea of what you would like to see happen in the future and show the possibilities of what could be getd. Its effects should be inspiring, bold, future orientated only if believable and achievable. It should be derived from what quite a little desire i.e. to fore fill their own ad hominem goals or to aim for what they value it is their ideals, goals, occupy and desires. Also by defining a vision you answer the question of the stakeholders Whats in it for me Levin (2000) , 2000, Vision Revisited Telling the story of the future. similarly states that a vision lets heart sprightliness what the head is told and should be able to show you where you atomic number 18 going.Lewis (1997) , 1997, mental synthesis a Sh bed Vision. A leadinghip egest to aligning the presidency. supports these views and that a vision is an expression of where an governance wants to go and how it intends to get there.Kotter cited by Hope, J. Bunce, P. (2008) , 2008, beyond Budgeting commute fore thought argues that a vision should be inspirational and emotional kinda than rational and that when ontogenesis it expect it to be messy, ambiguous and encounter setbacks. It should to a fault be flexible enough to accommodate small initiatives and flip-flops as it approaches.Lewis (1997) , 1997, mental synthesis a Sh bed Vision. A leading guide to aligning the organisation. states that a vision should show the promised land and inspire and exit plenty when they surface to swear bulge.A none from Levin (2000) , 2000, Vision Revisited Telling the story of the future. that visions if not deployed or understood correctly faeces flummox conf habituated with some other organisation terminology such(prenominal) as mission statements and strategies.collins Parros (1996) , 1996, build Your Companys Vision suggest that a vision raft be broken charge into two major components 1. A core ideology which is the glue for place the vision together. 2. An envisioned future. These are then broken down once much than into parts such as core values, core object they excessively suggest a vision should show the future for the next 10-30 old ageSection 3.1.2. Why wee-wee a vision?Field place Bernard L. Montgomery held the view that the drawing card must know what he him ego wants. He must see his objective clearly and then strive to have it he must let everyone know what he wants and what are the grassroots fundamentals of his policies and that Every single soldier must know, before he goes into battle, how the little battle he is to fight fits into the larger picture, and how the success of his rubbish will influence the battle as a whole. The whole troops then goes into battle knowing what is wanted and how it is to be achieved. (Information supplied from Lancaster University course work Inspiring and Enth utilize Others ) http//msc.manufacturinginstitute.co.uk/index.html.Lewis (1997) , 1997, scoreing a Shared Vision. A attractors guide to aligning the organisation. states that having a shared vision promotes motivation, meaning a worry and that a vision is vital to any great organisation.Research also found that a vision could help jumpstart and mobilise population to start progressing towards it and that it possess a potency adding a sense of purpose Nanus cited in Levin (2000) , 2000, Vision Revisited Telling the story of the future.Collins Porras (1996) , 1996, Building Your Companys Vision provides evidence that organisations that hold a strong vision knocked out(p) performed the stock market by a factor of 12. Evidence provided done with(predicate) surveys states that having a vision adjutant birds the organisation and those who recitation one to invest others are more likely to be successful at managing budge. by Larwood et al (1995) , 1995, STRUCTURE AND MEANING OF ORGANIZATIONAL VISIONA vision also has a positive impact on employees performance and attitudes Kirkpatrick and Locke. (1996) to such an extent t hat it positively affected organisational-level performance measured by result in sales, profit, employment and net worth. Baum, et al (1998). cited by Levin (2000) , 2000, Vision Revisited Telling the story of the future.Kotter (2007) , 2007, Leading Change Stated in his eight travel to transforming your business shown in the table No2 below that step No 3 developing a vision is a vital part that should be get laidd as part of any stir transition and that you wishing to take time to get the squad to establish it.Kotter also advises that you should use a vision as a tool to give direction. He states it should show clear intent Kotter cited by Hope, J. Bunce, P. (2008) , 2008, beyond Budgeting Change Management andbelieves it helps peoples decision making and strategy development.Lewis (1997) , 1997, Building a Shared Vision. A leadershiphip guide to aligning the organisation. prescribes following the six phase locomote shown below where he uses the hard and soft sides of management to build and action a sharedLevin (2000) , 2000, Vision Revisited Telling the story of the future. also suggests that a vision locoweed be utilise as a article of faith tool as it gives direction and shows long term plans as easy as being able to influence attitudes and behaviours. atomic number 53 noticeable reiterate when planning your vision implementation is one stated by Collins Parros. (1996) , 1996, Building Your Companys Vision A vision is never completed and when you think you have achieved it you should you should re-plan and replace it with another one. This is also back up by Lewis (1997) , 1997, Building a Shared Vision. A leaders guide to aligning the organisation. who states that a vision should al slip focusing be just beyond reach and therefore requires continuously refinedThe literature reviewed has provided strong evidence to why you should have a vision and communicate it. It is now the intention of the spring to complete a review in the fo rm of a questionnaire to see if his sore department are aware of the organisation vision.Checked for References, Quotes, et al etc up to hereChecked for References, Quotes, et al etc from hereSECTION 3.2 Literature survey for Leadership StylesThis section of the hatch researches the difference between a charabanc and a leader. The report then goes on to investigate the difference in transactional and transformational leaders styles. It does not consider democratic, autocratic, lassie faire or if you are an X or a Y on McGregors possibility styles as the pen believe by dint of experience and past research understands that as a manager or leader you select the better style you can to suite the situation at hand.The author also notes that if you can surmount this ability you will naturally move up the LMX Member. Leadership scurf as you will have mastered some emotional intelligence.This report supplies the foundation for understanding what style of manager / leaders are inwa rdly the SMS dept.3.2.1. Research regarding a manager or leader-Zaleznik et al (1997) , 1977, Managers and leaders Are they diametric? suggests that manager and leaders are different. That they are different type of people and have different personalities, suggesting that a manager fight back a balance of operations.Managers rationally select goals to pursue to achieve outputs.Is a problem solver.Select goals and allocate resource.Use their experiences to get what is required.Relate to people by the role they play and power they hold.Like to work with other and dislike working on their own.and that to be a manager it takes persistence, concentrated mindedness, hard work, intelligence, analytical ability, tolerance and good will.Kotter (2001) , 2001, What Leaders Really Do supports this and states that management is about coping with complexity and argues it brings order and consistency.Zaleznik et al (1997) , 1977, Managers and leaders Are they different? suggests leaders-Create innovative ways of terminate task.Explore more.Need to use their inspirational skills to influence people.Have the cogency to motivate people in different ways.Kotter (2001) , 2001, What Leaders Really Do suggests the same and quotes that lead is about coping with heighten and aligning people with their goals and getting people to believe goals.Kotter (1990) , 1990, A force for change how leadership differs from management in his article A compel for Change true the following table to explain what he believed were the comparison of leadership and management.In short Kotter (2001) , 2001, What Leaders Really Do states that-Management controls people by pushing them in the right direction.Leadership motivates them by satisfying radical human unavoidablenesssA view note from Zaleznik et al (1997) , 1977, Managers and leaders Are they different? is that leaders are more prominent than managers in time of stress such as financial decline or wars as they are more entrepreneurial .Goleman, D. (2000) , 2000, leadership THAT GETS RESULTS who also supports the view that leaders set strategy, motivate, create visions and build cultures. Also states that successful leaders have up to six styles shown in table No4 below and that they can use to complete their tasks and those leaders who perform best have mastered quaternity of these styles namely Authorities, Democratic, Affiliate, Coaching.Goleman, D. (2000) , 2000, LEADERSHIP THAT GETS RESULTS states that good leaders can match the grant style within seconds for the situation and circumstances to get the best from the follower. He also believed that by developing emotional intelligence you could learn to instinctively select the enchant leadership style to gain the best from the situation.The author now intends to use a questionnaire for the team up leaders in his new department to investigate to see which of the two styles they represent. From the results of the questionnaire the author should understand t he team leaders manager or leader style so he can best us of it during a programme of change.3.2.2. Transactional or Transformational Leaders-To commence this section lets firstly sapidity select a interpretation of leadership as written by Tannenbaurm, Weschief, Massarik, (1961) cited by Wofford Goodwin (1998) , 1998, A written report study of a cognitive approach to understanding transformational and transactionalLeadership is social influence exercised in situations and directed, through the communication process, towards the attainment of a item goal or goals then research what style of leadership could achieve this.We could look at research stating-McGregors Theory X Theory Y.Blake and Motons terra firma club, Team Leader, Impoverish, Authoritarian leadership styles.Autocratic, Democratic, Lassie Faire stylesFacilitating, Coaching, Delegating, Directing styles.But literature produced by B. bass part has captured the authors interest by suggesting that the transformat ional leader has the most legal style of leadership. cited by Wofford Goodwin (1998) , 1998, A field study of a cognitive approach to understanding transformational and transactionalB. Bass discusses the difference between a transactional and transformational leader Cited in Transactional revisited by Whittington (2009) , 2009, Transactional Leadership Revisited Self-Other sympathy and Its Consequences stating that the transformational leader can bring about the most appropriate style of leaderships as this type of leader has the knowledge and emotional intelligence to adapt and react to the situation or circumstances. This view is supported by Graem Uhl-Bien (1995) , 1995 Summer, Relationship-based approach to leadership Development of leader-member exchange (LMX) theory of leadership over 25 years Applying a multi-level multi-domain perspective who suggest that the transformational leader provides the most effective type of Leader-Member convince.Suggesting that if performed correctly this can become a very influential and productive way of managing the role and managing the follower.Bernard Bass (1990) , 1990, FROM TRANSACTIONAL TO TRANSFORMATIONAL LEADERSHIP LEARNING TO function THE VISION defined the benefits provided from the two types of leadership styles as-Transformational Leader.Gets his followers to look beyond their own self interest for the good of the group.Pay close attention to individual followers not just the group.Provides vision.Gains respect and trust.Uplift morale of their followers.Suggest new ways of solving problems.Can instil pride and commitment into his employeesShow more maturity and better results on the leader member exchange (LMX ) surveys.Transactional Leader.Satisfies the self interest of a follower.Provides promises of recognition.Uses pay increases as reward.Uses personal advancement as reward.Penalises employees for not doing well.Disciplines employees for not doing well.Monitors deviation from standards.Bass (1990) , 1990, FROM TRANSACTIONAL TO TRANSFORMATIONAL LEADERSHIP LEARNING TO SHARE THE VISION also states that the transformational leaders can make massive differences to an organisation effecting its health, well-being and performance.Wofford Goodwin (1994) cited in by Whittington (2009) , 2009, Transactional Leadership Revisited Self-Other Agreement and Its Consequences provide more benefits stating that there is a predictable result of behaviours and outcomes between leadership styles and that transformational leader have consistently shown the highest levels of good results.Graen and Uhl-Biens cited by Howell (1999) , 1999, The ties that bind The impact of Leader-Membership Exchange, Transformational and Transactional Leadership, and Distance on Predicting Followers Performance. state that there is a higher positive leader-follower relationship and better performance from followers from the transformational leader.Mumford (2000) , 2000, LEADERSHIP SKILLS CONCLUSIONS AND FUTURE DIRE CTIONS endorses these benefits and also adds that because of the present day climate industries need to be more flexible as transformational leader have better capabilities to adjutant stork the organisation in adapting quickly in environments of change.Literature continues and states that these two differing styles of leadership work differently and relate differently with their followers. Whittington (2009) , 2009, Transactional Leadership Revisited Self-Other Agreement and Its Consequences states that transactional leaders need to have clear roles and responsibilities where transformational leader and followers dont.Whittington (2009) , 2009, Transactional Leadership Revisited Self-Other Agreement and Its Consequences developed the understanding that there is a distance relationship between the success of the transactional or transformational leader. This research suggests that a transformational leader needs to be closer to his followers to influence them and get the best from their potential and that this is not required from the transactional leader. He states it is due to the transformational leader needing to develop a whole step of trust with the followers and interact more directly when he guides them. He suggests this leader needs this closeness to provide the environment for close personal communications when inspiring, empowering, stimulating and motivating his followersSo if there are such benefits to the transformational style of management then we should look for them or look to develop them.Bruce J. Avalio et al (1999) , 1999, Re-examining the components of transformational and transactional leadership exploitation the Multifactor Leadership Questionnaire state that the best questionnaire to use for this research is the Multifunctional Leadership Questionnaire (MLQ).If it is found that we only have transactional leaders then we know from the research completed by Bass (1990) that through training these can be developed into transformational leaders. Avolio et al (1999) , 1999, Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire suggests this could actually be more beneficial as he recognised that it is an actual part of the evolution of the transformational leader to have bypast through a transactional leader stage.Whittington (2009) , 2009, Transactional Leadership Revisited Self-Other Agreement and Its Consequences supports this and argues that armed with the capabilities of twain styles of leadership, the best leader is the one who can understand when to use the appropriate style to match the situation or circumstance. Checked for References, Quotes, et al etc to hereChecked for References, Quotes, et al etc from here3.2. 3. Leadership Model for change-The terminal Section of the literature review is it to develop an understanding of a sit down for change. The author has not research tools used to implement change i.e. stakeholder analysis, Force Fields analysis, Readiness analysis and planning tools used to plan progress along a change implementation i.e. Master schedules, Project management tools etc. Although the author appreciates that these are part of the process and are used to aide change implementation. He has instead looked to define a pretence for change which he can use when venturing into and through any change programme he melt downs.This literature review found that there are a considerable number of models available to aid implement change. One of which is Kotter ( 2007) , 2007, Leading Change Eight Steps to Transform Your Organisation shown below. accord to Kotter (2007) , 2007, Leading Change if you fail to complete and plan these eight move you will cause the change to fail.Steps-Increase urgencyBuild the guiding teamGet the vision rightCommunicate for buy-inEmpowers actionCreate short-term winsDont let upMake change tucker outHe recommends keeping the steps simple and plan them before you exe cute them then you will have more chance of achieving your goal.Rosabeth Moss Kanter cited by Hope, J Bunce, P. in Beyond budgeting Change Management (2008) , 2008, Beyond Budgeting Change Management however attractd a five step process-communicating a compelling vision.Building a coalition.Transferring ownership to a working team.Learning to preserve.Making everyone a hero.From Kotters studies he argues that change fails because people are inexperienced and do not appreciating the process of change. According to Kotter (2007) , 2007, Leading Change he has viewed many organisations who have failed at implementing change due to this point though they have been attempted under different named initiatives. This view is supported by Bernard Burnes (2003) , 2003, Managing change and changing managers from ABC TO XYZ who argues that we need to consider developing the people that execute the change as well as the steps of the change. This is also supported by Kanter who cited by Hope, J Bunce, P. in Beyond Budgeting Change Management (2008) , 2008, Beyond Budgeting Change Management suggests that people need to change their behaviours to allow a change to happen.Kotter (2007) , 2007, Leading Change emphasises that change goes through phases and should be seen as a long term challenge and not a short term fix.Kanter cited by Hope, J Bunce, P. in Beyond Budgeting Change Management (2008) , 2008, Beyond Budgeting Change Management states that change should not be regarded as bold strokes but long marches.Zhongjun et al (2004) , Dec 2004, An innovation process model for identifying manufacturing paradigms. suggests that by identifying and challenging paradigms is a way of modelling your change. He argues that you can use this similar to using Lean Manufacturing techniques to identify your changes. Lean Manufacturing techniques are again another way to model you changes.Another view of modelling the change process is by gaining an understanding of what people go thr ough when they are involved in change. Here suggested by William Bridges cited by Hope, J Bunce, P. in Beyond budgeting Change Management (2008) , 2008, Beyond Budgeting Change Management where he describe that people go through a three step process-Ending When people let go of their old identity inert zone When old behaviours die out and people go passive for a while.Beginning When people get a new out look and a new sense of purpose.Lewin cited by Bamford, D. Forrester, P. (2003) , 2003, Managing planned and sudden change within an operations management environment. suggests that people go through three stages of learning when within a change programmefrost Clinging to what you know.Unfreezing Exploring ideas.Refreezing Identifying new skills and attitude with previously held ones.It is also noted that people go through other such effects when involved in change such as effects on their self esteem transitions of change, they baulk change and they can become blockers or inhibit change which can to be used to model the change progress and progress.By complemental this research the author has noted many different ways you can model change and different ways you can use these models to aide change.The author now intends to conduct a survey on the team leaders within the SMS dept to show how effective a model for change had been during a recent change programme in the dept.Checked for References, Quotes, et al etc to here