Change Oriented Leadership Behaviors:
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This document discusses a study that aimed to identify the most effective leadership behaviors for implementing organizational change. The study found that behaviors like envisioning change, leading by example, developing others, consulting, innovative thinking, and supporting others had the strongest correlations with effective change implementation. In contrast, behaviors like planning, monitoring, and risk-taking were among the least effective behaviors. The findings provide clarity on which specific leadership actions are most important for successfully engaging stakeholders through change initiatives.
Change Oriented Leadership Behaviors:
- 1. CHANGE ORIENTED LEADERSHIP BEHAVIORS: WHAT IS IMPORTANT & EFFECTIVE IN IMPLEMENTING CHANGE? AYUB JAKE SALIK UNIVERSITY AT ALBANY SCHOOL OF BUSINESS – MAY 2011 BACKGROUND THEORY & METHODS RESULTS WHAT IS HAPPENING TO ORGANIZATIONAL LEADER CHANGE EFFECTIVENESS CHANGE PROCESS? Least Effective TRI - DIMENSIONAL Bottom 10% 70 % of change efforts fail due to lack of effective LEADERSHIP MODEL Bottom 25% Bottom 40% leader change behaviors. Average Top 40% Change is shifting from episodic to continuous, Top 25% Top 10% which requires leaders to develop skill in using TASK RELATIONS CHANGE Most Effective effective change behaviors. BEHAVIORS BEHAVIORS BEHAVIORS 0 5 10 15 20 25 30 35 Frequency 40 Despite numerous theories of change, leaders still lack a clear understanding of behaviors needed to CHANGE ORIENTED LEADERSHIP BEHAVIORS successfully engage all organizational CONSULTING stakeholders in a successful change initiative. PLANNING VISIONING LEADER SUPPORTING LEADERSHIP BEHAVIORS LEADER BEHAVIOR CHANGE MONITORING RISK TAKING MOST CONTRIBUTING TO RECOGNIZING EFFECTIVE CHANGE EFFECTIVENESS CLARIFYING INNOVATING Envisioning change 0.68** DEVELOPING IMPLEMENTATION SCANNING Leading by example 0.68** EMPOWERING PURPOSE ENVISIONING CHANGE Developing Consulting 0.67** 0.66** LEADING BY EXAMPLE Innovative thinking 0.64** Supporting 0.60** The purpose of this research is to DEVELOPING Showing need for change 0.59** Recognizing 0.59** identify leader behaviors critical to CONSULTING External monitoring 0.54** successful change management RESEARCH MODEL INNOVATIVE THINKING Clarifying Empowering 0.54** 0.51** **. Correlation is significant at the 0.01 level (2-tailed). RESEARCH QUESTIONS TURBULENT VS. PLACID ENVIRONMENT Turbulent vs. Placid I. How effective is the change leader in Environment TURBULENT PLACID implementing change? ENVIRONMENT ENVIRONMENT II. What specific leader change behaviors are most Turbulent Environment Model Summary Placid Environment Model Summary significantly associated with successful change? Model 1 R .784 a R Square .614 Adjusted R Square .595 Std. Error of the Estimate 1.190 Model 1 R .752 a R Square .566 Adjusted R Square .528 Std. Error of the Estimate 1.248 III. How do different environments dictate effective a. Predictors: (Constant), CONSULT, DEVELOP, EXAMPLE, ENVISION a. Predictors: (Constant), CONSULT, EXAMPLE, DEVELOP, ENVISION Effective in ANOVAb ANOVAb leadership behaviors selection? Model Sum of Squares df Mean Square F Sig. Leaders Behavior Managing Model 1 Regression Residual Sum of Squares 180.685 113.362 df 4 80 Mean Square 45.171 1.417 F 31.877 Sig. .000 a 1 Regression Residual 93.391 71.589 4 46 23.348 1.556 15.002 .000 a Change Total 294.047 84 a. Predictors: (Constant), CONSULT, DEVELOP, EXAMPLE, ENVISION Total 164.980 50 a. Predictors: (Constant), CONSULT, EXAMPLE, DEVELOP, ENVISION WHY IS THIS RESEARCH IMPORTANT? b. Dependent Variable: Leader Change Effectiveness b. Dependent Variable: Leader Change Effectiveness Coefficientsa Coefficientsa Standardized Standardized Unstandardized Coefficients Coefficients Unstandardized Coefficients Coefficients Model B Std. Error Beta t Sig. Model B Std. Error Beta t Sig. Managing and leading change is one of the 1 (Constant) -1.893 1.127 -1.680 .097 1 (Constant) 1.922 1.396 1.377 .175 ENVISION .845 .278 .344 3.043 .003 ENVISION -.004 .360 -.002 -.011 .991 EXAMPLE .452 .192 .254 2.352 .021 EXAMPLE .427 .246 .259 1.736 .089 foremost and challenging leadership DEVELOP CONSULT .232 .285 .178 .187 .143 .159 1.307 1.527 .195 .131 DEVELOP CONSULT .378 .512 .246 .290 .252 .326 1.537 1.767 .131 .084 responsibilities. a. Dependent Variable: Leader Change Effectiveness a. Dependent Variable: Leader Change Effectiveness Leader’s competence as change leaders is a source of competitive advantage for any SURVEY DETAILS CONCLUSIONS organization. % To identify effective change behaviors, which are Survey of 169 subordinates & 39 leaders from 10 capital district valued by employees and help the leader to FLEXIBLE LEADERSHIP: Leaders must be flexible in organizations in construction, finance, InfoTech, insurance , accounting and formulate an effective strategy to keep employees using change behaviors appropriate to the banking. motivated / satisfied in a down turned economy environment. Subordinates described leader’s behavior and change effectiveness. that demands change at every level of KEY CHANGE BEHAVIORS: Effective change Leaders described the turbulence of their work environment. organization. management calls for leading by example and communicating a clear and inspiring vision. printed by www.postersession.com